Because so many disabilities are invisible to most, employees with disabilities must deliberately decide when, whether, and with whom to share their disability status. When leaders think of a person with a disability, they often picture visible examples, as naturally, it is difficult to conceptualise what we can’t see. But not all disabilities are readily apparent. Invisible disabilities are conditions that impact an individual’s daily life but are not readily apparent to oth

Facts and data make people think, emotions make them act. Whilst information doesn’t stick to people’s minds, stories create sticky memories by attaching emotions and activating feelings of empathy. Leaders who can create and share good stories to communicate a business’s strategy and vision enable employees to open up their minds to be receptive, feel empowered and understand the valuable part they can play in their organisation’s success. And fortunately, leaders can become

In the world of constant change and uncertainty, organisational change fatigue has become a chronic problem for many leaders. Prior to the pandemic, many employees were already experiencing change fatigue, defined as feeling apathetic towards or overwhelmed by too many organisational changes in a row. But remote work and uncertainty of the pandemic had a significant impact on how people feel about change – in fact, employees’ ability to cope with change in 2020 was at 50 perc

The week of 9th of May is Mental Health Awareness week and this year’s focus in on loneliness. Research shows that loneliness affects millions of people in the UK and is the driver of poor health, exacerbated by the pandemic. The State of Remote Work 2022 found that 52 percent of global employees feel less connected to their co-workers since shifting to remote work, highlighting the importance of physical connection that has been reduced since the beginning of the pandemic. W

The definition of a team goes beyond working together, it requires mutual trust and a culture where team members feel psychologically safe to bring their best selves to work. The leader’s ability to influence others begins with people’s willingness to be influenced by them - and their willingness begins with their trust in the leader. Trust is a leading indicator of being evaluated positively or negatively, however, creating trust or, re-establishing it isn’t always straight