I spent a morning of my summer holiday enjoying one of my favourite forms of relaxation: sitting on the dock with a coffee and the paper. That was the scene when I hit the headline “New task force looks to make public service less risk averse” and just about spit my coffee into the lake.
When I walk into a room to lead a workshop for a communications team, the feeling I pick up is usually nervous energy, with a twinge of frustration. The vibe is: we’re up to our eyeballs in work, we have fires to put out, so why are we here? And, perhaps more subtly: What if this facilitator uncovers the real reasons things are chronically off-kilter?
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In a low-trust era, executives leading change need more than polished messaging. They need a steady communication cadence, a clear voice and strategic communications partners who help them show up directly.
“We don’t have the capacity for this.” I hear some version of that sentence in nearly every
I am known as a very positive person. When I run workshops, I take pains to encourage
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One thing we can probably all agree on is that 2026 is off to one hell of
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