In leadership, discomfort isn’t just something you tolerate—it’s something you master. Whether you’re steering through market disruptions, leading a team through organizational change, or facing your own internal doubts as a leader, discomfort is a constant companion.

Crisis is the ultimate test of leadership. When the unexpected happens, when the plan falls apart, and when uncertainty grips your team, how you lead in those moments defines you. The question isn’t if a crisis will hit, but when - and when it does, the difference between success and failure often hinges on a leader’s ability to stay steady, make decisive moves, and inspire confidence when everything else is crumbling.

Silos are one of the most common challenges leaders face. The word itself has become synonymous with dysfunction: teams hoarding information, departments working at cross-purposes, and collaboration grinding to a halt in service of speed. But here’s the thing about silos: they aren’t inherently bad. In fact, silos exist because they serve a purpose.

WIIFM—“What’s In It For Me?”—it’s the silent operator, constantly shaping our decisions, driving our actions, and influencing the way we engage with the world. It’s not some selfish mantra; it’s the truth about human behaviour. Whether we like to admit it or not, WIIFM is always running in the background, steering us toward what matters most to us.

Over the years, I’ve worked with numerous organizations that take great pride in being “results-oriented.” On paper, this sounds like a great value: it’s clear, measurable, and focused on performance. But time and time again, I’ve seen how an obsession with results backfires, often making individuals blind to obvious solutions

Let’s get one thing straight: high engagement isn’t a “nice-to-have.” It’s essential. Organizations that know how to foster true engagement don’t just see incremental gains in productivity—they see transformative shifts in culture, performance, and long-term success.

When we talk about innovation, we often focus on the big ideas—the disruptive technologies, the revolutionary products, the breakthroughs that change industries. But what most people don’t realize is that innovation is an inside game.

Building your leadership brand is not about throwing out some catchy phrases or trying to become the person you think people want you to be. It’s about something much deeper—it’s about deciding who you are, what you stand for, and how you’re going to lead, intentionally.

It’s really easy to equate life progression with climbing the corporate ladder. The higher you climb, the more successful you are, right? Well, not necessarily.

Leadership, at its core, isn’t just about strategy, decision-making, or execution. It’s about intentionality—the quiet, consistent effort leaders put into aligning their actions with their values, vision, and goals.

There's a buzzword that's been making the rounds for quite some time now and you’re likely no stranger to it: authenticity.

Change. It's a six-letter word that can evoke a myriad of emotions. Excitement. Fear. Hope. Anxiety. But regardless of how it makes you feel, one thing is certain: change is inevitable.