I'd joined a new team, and there were a few behaviours I knew weren't great. Nothing dramatic — nobody was doing anything outrageous. It was small stuff. Conversations that ran on too long. Time spent talking about things that had nothing to do with work. The kind of thing that's very easy to let go.

Most of us were promoted because we were good at doing the work. So when we step into leadership, our instinct is to keep doing it — to check, to correct, to step in. More oversight, more meetings, more control. We tell ourselves this is what good management looks like. This is likely the style of managemet we have been exposed to. For a long time, I believed that too. I'm no longer convinced. I've come to think that autonomy isn't the opposite of management — it's the outcom

One of the biggest transitions when you step into management isn’t learning how to plan, prioritise, or run meetings. It’s learning how to let go. Most new managers struggle with delegation—not because they don’t understand it, but because it feels risky. You were often promoted because you were good at doing the work. Delegation can feel like stepping away from the very thing that made you valuable. I know this because I’ve been there. Early in my leadership journey, I told

The other day I was involved in an interview; it was rather interesting that before we got started, the interviewee asked, "Can you...

We all spend a lot of time talking about being good leaders and there are numerous articles out there giving advice on how to be a better...

With management being one of the most studied elements of business, you may wonder why I have chosen to write about Leadership instead? ...