An essential ingredient for Chief People Officers to foster in their workplace culture. About normalising healthy conflict for continuous improvements ✨️⬇️

This thread brings to mind two essential resources for ambitious leaders: - Think Again, by Adam Grant. - Building For Everyone, by Annie Jean-Baptiste. Together, they can unleash a company's competitive advantage, from internal culture outwards. 📚

🧠A marker of emotional intelligence in leadership is how well they can lean into uncomfortable moments during a period of change — not just celebrations. 🚪How people exit says as much about the leadership culture as how they’re welcomed. 🎥Here's a quick glimpse into one of

How time flies - and what a time it is! #MyXAnniversary

Ambitious leaders who recognise this shift - from being able to read the room - are better able to reimagine, renew, and navigate defective (eco)systems.

Leaders: walk the sales floor, factory floor, and meet teams virtually. Surprise them in a positive way (many are anxious). Tell them how much you appreciate their work in this more challenging business landscape. A few words can go a long way. 🚀 📸: Roberto Ferraro

Friendliness isn't always a sign of trustworthiness. Warmth is easy to fake. The foundations of trust are reliability and integrity. What counts isn't courtesy in the moment—it's keeping commitments over time. The best way to inspire confidence is to consistently walk our talk.

Harvard behavioral social scientist Dr. Arthur Brooks shows executives how to reframe imposter feelings as feedback. For more insights, explore Arthur's new book 'The Happiness Files': s.hbr.org/4mO5kEm

“This is the most disruptive era.” My thanks to the Chartered Management Institute CMI for featuring my perspectives on leadership, culture, and curiosity in a fast-changing world.

Why rethinking the whole system—not just parts of it—can make business models more sustainable over time. s.hbr.org/4mInqs2

Too often overlooked, yet...

If expressing different opinions isn’t welcomed in an interview, it probably won’t be encouraged once you’re part of the company. s.hbr.org/3q9JT3j

We spend too much time arguing like we're right—and too little time listening like we're wrong. Diatribes don't change minds. Productive disagreement depends on showing respect, curiosity, and humility. The most compelling teachers are the ones who are most eager to learn.

A good autumn begins with a visit to the Royal Albert Hall. Always, always superb service from welcoming, ushering & catering staff who make the occasion special ✨️ And looking forward to streaming missed performances of classical BBC Proms favourites on BBC iPlayer 📺 🎹 🎻

I agree with the BCC that "business can not carry the cost of fixing the UK workforce health crisis." Not sustainable. That challenge, along with the job market pressures, inspired us to launch a social enterprise this summer. First thing was to partner with the DWP, to begin