Check out our
latest news

Faced with a once-in-a-lifetime crisis, our attention is challenged like never before. For many of us, the emotional rollercoaster we are on is deeply impacting our rational state of mind, regularly creating a panicked, reactionary mindset. This has negative impacts on ourselves and our teams.

With unprecedented levels of uncertainty causing daily strains on our mental health, now is a time for leaders to embrace their role in supporting team members and driving engagement.

As children, many of us were counselled to treat “work before play” as a sacred mantra. While the advice was well intentioned, neuroscience makes a compelling case for rethinking the order of operations. “Happiness,” advises Emma Seppälä, Ph.D., in The Happiness Track, “is not the outcome of success, but its precursor.”

Innovation is like a mirage, a desired state that’s seemingly always just ahead of you but never quite within reach. (Sometimes it might feel like the only place you’ll find innovation is at the top of your to-do list.)

Creating a D&I initiative at your organisation is a bit like the chicken and the egg problem: Which comes first, diversity or inclusion?

Growth mindset is everywhere these days. The trouble is, as our research has found, leaders don’t always know where to start to implement an organizational growth mindset. Often, it results in simply telling people to handle more work.

Do you believe talent is innate or improvable? Can people build new skills or merely improve existing ones? What’s more important: knowing it all or learning it all?

Earlier this year, Microsoft surveyed its employees to find out what was and wasn’t working with the company’s performance culture. At the time, Microsoft employees were getting feedback through an online tool that used numerical ratings — and rarely included any actionable input.

The traditional performance review is a confidential, closed-door meeting between no more than two people. Research suggests it is also totally misguided.