Podcasts about organisational

Good intentions matter, but they don't change much on their own.Joanne Vazquez-Kirby, a global DEI & HR Leader at Skyscanner, joins me to explore what helps organisations move from aspiration to something more tangible. We get into accountability, leadership, and the gap between saying inclusion matters and building it into how a business actually operates.There's also a useful look at what this means in practice across global teams. From local context and data to community networks, executive sponsorship, and knowing where to start, Joanne shares what helps inclusion efforts gain traction instead of stalling out.A helpful listen for leaders trying to turn values into decisions, not just statements.Highlights:(02:14) What working across cultures teaches you about people(08:47) The difference between aspiration and embedded inclusion(11:30) How networks, sponsors, and structure help the work move(20:09) Why you can't do everything, and where to start instead(27:30) What changes when inclusion work has to translate globally(34:30) What credible leadership looks like in a difficult climate(41:00) The one shift leaders can make tomorrowConnect with us here:Website: https://aurorawellnessgroup.co.uk/Ngozi: https://www.linkedin.com/in/ngozi-weller-aurora/Obehi: https://www.linkedin.com/in/obehi-alofoje-psychologist-aurora/Aurora Company Profile 2025Book a Call here: https://aurorawellnessgroup.co.uk/#book-meeting

Is there a "perfect" balance of personalities and values in a team? In this episode, Ben explores the idea of diversity through the lens of personality and personal values. Inspired by a question raised during an authentic leadership workshop in Perth, he discusses why teams benefit from differing perspectives, but also why too much misalignment can create friction and dysfunction. Ben also explains the role organisational values can play in shaping culture and helping leaders create stronger alignment within their teams. Key Takeaways Diverse perspectives can improve problem solving and team discussions. There is no perfect formula for balancing values within a team. Organisational values can help attract people who align with your culture. Leaders should avoid trying to engineer the "perfect" team dynamic. Values discussions can improve authenticity and alignment at work. Memorable Quote "There's no engineering solution that's going to give you the perfect specification on the values balance in a team." Resources Mentioned Download the free Useful Values Journal. Why No One Cares About Your Company Values (and How to Fix It) Work with Ben.

Dr Nigel Paine and Martin Couzins explore the 2026 Work Trend Index Annual Report: Agents, human agency, and the opportunity for every organization, Microsoft.

Organisational psychologist Dr Kat Page has spent two decades researching workplace wellbeing and happiness at work. She is a Leadership Partner at ByMany, Adjunct Professor, and author of Good Work a book that makes the case that burnout is a design problem, not a people problem. In this episode of the Leadership Odysseys podcast, Dr Kat Page and Kirsty Ghahramani (Gee) explore what happiness actually means, how good leadership shapes the conditions people work in, and why designing better work is the most important lever any leader has. From a Goat Farm to a Life's Work Kat grew up on a 40-acre property in Benalla, Victoria, a writer from primary school age. When she landed on happiness research at Deakin University at 21, she knew immediately it was what she was meant to do. Two decades of organisational psychology research followed — and a book that needed all of it to be written properly. "I was just in my happy place, no pun intended, studying happiness." What Happiness at Work Actually Means Most people sit between a six and eight on the happiness scale regardless of what happens to them. The deeper form of happiness, flourishing comes from living in alignment with your values and feeling like your life matters. Kat's practical tip for leaders and founders: do a values card sort, rank your top three, and use them to make decisions. At any point in time, she says, there are only three values you can truly live by. "Happiness is really about having someone to love, something to do, and something to contribute towards." Why Fixing Work, Not People, Is the Answer to Burnout The central argument of Good Work is that poorly designed work not a lack of individual resilience is driving the workplace wellbeing and burnout crisis. Kat's Six Cs framework describes what good work looks like in practice: clarity, control, competence, connection, contribution, and care. Each one is a design choice. And each one, when absent, quietly depletes people who are trying to do a good job. "Work is a social determinant of mental health. Fix work, and you improve outcomes at scale." The Loneliness Nobody Talks About Kat admits she has experienced loneliness herself, despite being surrounded by people constantly. In a world of Zoom meetings, Slack messages, and back-to-back calendars, genuine human connection at work is increasingly rare. The antidote, she says drawing on researcher Zach Mercurio's work on mattering, is not more contact — it is the feeling that you matter to someone. "How rare it is to have someone say: I see you. I see how hard you have been working." The Me, We, Us Framework for Good Work Good Work is organised around three layers that every leader can act on. Me is your own energy, recovery, and non-negotiables. We is the space between people — connection, psychological safety, and how leadership is felt in the moments between conversations. Us is the organisational system: culture, work design, and the structures that either protect people or erode them. Knowing which level a problem lives at is the starting point for solving it. "Good work is not a luxury. It is a design choice and a shared responsibility."   This episode of the Leadership Odysseys podcast was recorded 1 May 2025. Good Work by Dr Kat Page is available now in print and audiobook. Connect with Dr Kat Page: LinkedIn | Website  ByMany: Linkedin | Website This episode is brought to you by: Naturally Glutenfree Connect with Kirsty Ghahramani (Gee):  LinkedIn |  Instagram | Website   Mentioned in this episode: Zach Mercurio — The Power of Mattering Megan Wright — Spacious Mode Craig Hassad — Punctuating Your Day Sir Cary Cooper — Workplace wellbeing researcher and mentor Amy C. Edmondson — Harvard Business School, endorsed Good Work Life values card sort — search online for a free version

How do organisations build a genuinely great organisational culture rather than simply placing values on the wall? In this high-level leadership interview, workplace culture expert Christy Pretzinger joins Niels Brabandt to discuss how intentional organisational culture is created, why many values initiatives fail and what decision-makers can do to build workplaces people genuinely want to be part of. Topics include: • Organisational culture and workplace culture • Values-driven leadership • Why organisational values often fail • Employee buy-in and leadership credibility • Emotional Intelligence (EQ) • Better Quotient (BQ) • Leadership communication and adaptability • Multigenerational workforce leadership • Authentic leadership and psychological safety • Building high-performing organisational cultures • Sustainable leadership and leadership development This episode is essential listening for executives, board members, entrepreneurs, HR leaders, managers and decision-makers seeking practical, research-based and highly applicable leadership insights. Host: Niels Brabandt / NB@NB-Networks.com Contact Niels Brabandt: https://www.linkedin.com/in/nielsbrabandt/ Niels Brabandt's Leadership Letter: https://expert.nb-networks.com/ Niels Brabandt's Website: https://www.nb-networks.biz/ 

Does digital learning actually work, or have organisations misunderstood how human learning truly happens? In this Leadership Podcast episode, Dr Jared Cooney Horvath M.Ed., cognitive neuroscientist and expert in human learning, joins Niels Brabandt EMBA MBA MSc to explore the science behind digital learning, workplace education and organisational capability development. Drawing on scientific evidence, international educational data across more than 80 countries and research spanning over six decades, this episode addresses one of the most important questions for modern organisations: Does technology improve learning, or does it unintentionally weaken cognitive development? Topics include: • Does digital learning work in organisations? • Why e-learning often fails to create behavioural change • The science behind attention, memory and executive functioning • Why leadership cannot be developed through passive online courses • Digital instruction vs genuine learning • Blended learning, leadership development and organisational capability • How businesses should rethink learning and development This episode is essential for CEOs, HR leaders, Learning & Development professionals, executives, board members and business decision-makers seeking evidence-based approaches to organisational learning. Host: Niels Brabandt / NB@NB-Networks.com Contact Niels Brabandt: https://www.linkedin.com/in/nielsbrabandt/ Niels Brabandt's Leadership Letter: https://expert.nb-networks.com/ Niels Brabandt's Website: https://www.nb-networks.biz/ 

What becomes possible for your coaching business when you stop seeing supervision as a requirement and start seeing it as your next stage of professional evolution? In this episode of the podcast, we explored three powerful ways coaches can expand their coaching business through coaching supervision training. We wanted to open up a conversation about what happens when coaches reach that point in their career where they are ready for something more. Many coaches begin with one-to-one coaching, then move into corporate coaching, leadership development or coaching programmes. Over time, however, there can be a sense that the work needs a new level of stretch, challenge and depth. That is where coaching supervision can become such a meaningful next step. For us, supervision is not about replacing coaching. It is about adding another layer to your coaching business. It can bring variety, credibility, deeper professional relationships and a more sustainable income stream. It can also position you as a more senior practitioner in the coaching industry. During the conversation, we reflected on how coaching supervision supports the coach, but also reaches beyond them. When we supervise a coach, we are indirectly supporting the many clients, teams and organisations that coach works with. That ripple effect is one of the reasons supervision feels so valuable. We also talked about how supervision changes the way we work. It invites us to look more closely at the psychodynamics, relationships, systems and patterns that sit beneath the surface of coaching conversations. For experienced coaches, this can be deeply refreshing. It challenges habits, expands awareness and brings new depth to our work. The episode focused on three clear ways to build coaching supervision into your business: one-to-one supervision, group supervision and organisational supervision. Each route offers something different, both commercially and professionally. One-to-one supervision can create long-term, high-trust relationships with coaches who value ongoing reflective support. Group supervision offers more scalability, more shared learning and the opportunity to build a sense of community. Organisational supervision creates a commercial pathway into businesses that already have internal coaching pools and need help supporting their coaches well. We also reflected on the confidence gap many coaches feel when considering supervision training. Some coaches imagine they need decades of experience before they are allowed to step into this space. Our view is different. If you are an experienced coach with solid training and practice behind you, coaching supervision training can be a valid and exciting next step. This episode is an invitation to think bigger about your coaching business. Coaching supervision training can help you expand your services, support more coaches, deepen your professional identity and contribute to the wider coaching profession in a more strategic way. The 3 Ways To Expand Your Coaching Business Through Coaching Supervision Training: 1. One-to-One Coaching Supervision The first route is one-to-one supervision. This is often the most obvious place to start because it mirrors the depth and intimacy many coaches already value in their coaching work. One-to-one supervision allows you to build long-term, trusted relationships with coaches who want reflective support for their practice. From a business perspective, this can create more stable recurring income. Professional coaches often need supervision to maintain accreditation and practise ethically, which means you are not trying to create demand from scratch. The need already exists. One-to-one supervision also allows you to become a meaningful part of another coach's professional growth. You may become the person who helps them spot patterns, explore client dynamics, process difficult emotions and evolve their identity as a practitioner. 2. Group Coaching Supervision The second route is group supervision. Group supervision can be more scalable because you are supporting several coaches at the same time. It also creates a different type of learning environment. Coaches learn from their own reflections, but they also learn from listening to others. We talked about how group supervision can normalise challenges, spark insight and create a stronger sense of community. It can also generate more word-of-mouth referrals, more testimonials and a wider network of people who experience your supervision style. There is also a real opportunity for creativity in this space. Group supervision does not need to follow one rigid model. You could build structured programmes, creative reflective sessions, niche supervision groups or blended offers that combine one-to-one and group supervision. 3. Organisational Coaching Supervision The third route is organisational supervision, or internal supervision for coaching pools. Many organisations now understand the value of coaching. They train internal coaches, invest in coaching cultures and build internal coaching services. Yet once those coaches are trained, organisations often realise they need more support. They may not want to train an internal supervisor. They may want external objectivity. They may need help shaping how supervision should work across their coaching pool. This creates a strong commercial opportunity for trained coaching supervisors. You can partner with organisations to provide supervision, reflective practice sessions, CPD, upskilling and wider support for internal coaches. As more organisations develop coaching cultures, this area is likely to grow. For coaches who enjoy organisational work, this can be a powerful way to expand their business and increase their strategic impact. Timestamps: 00:00 - Welcome and episode focus Zoe and Jo introduce the episode and explain why coaching supervision can help expand a coaching business. 00:59 - The next evolution for experienced coaches Zoe reflects on how coaches often reach a point where they are ready for a new level of growth and challenge. 01:57 - Adding another layer to your coaching business Jo explains how supervision can bring interest, income, credibility and variety without replacing coaching. 03:00 - How supervision changes your coaching practice Zoe explores how supervision deepens awareness of psychodynamics, systems and relationships. 03:48 - Way 1: One-to-one supervision Jo introduces one-to-one supervision as a premium, high-touch service. 04:49 - Supervision beyond coaching Zoe shares how supervision skills can support leaders, medical professionals and others in reflective roles. 07:32 - Why supervision is commercially compelling Jo explains how supervision supports ethical coaching practice and professional accreditation. 08:59 - Way 2: Group supervision Jo introduces group supervision as a more scalable business offer. 09:21 - Creativity and opportunity in group supervision Zoe reflects on how group supervision can become a space for innovation, niche development and community building. 11:22 - Group supervision as accelerated learning Jo explains how coaches can learn deeply through hearing the challenges and insights of others. 13:38 - Way 3: Organisational supervision Jo introduces organisational supervision as a route into supporting internal coaching pools. 15:12 - Helping organisations support coaching cultures Zoe explores how supervisors can become strategic partners to organisations investing in coaching. 16:59 - Why coaches should not discount their experience Jo speaks to the confidence gap coaches may feel when considering supervision training. 18:31 - The Diploma in Coaching Supervision Zoe introduces the new Diploma in Coaching Supervision and the deeper developmental purpose behind it. 19:45 - Where to learn more Jo shares the webpage for coaches interested in supervision training. Key Lessons Learned: Coaching supervision can be a natural next step for experienced coaches who are ready to evolve their practice. Supervision can add another layer of income, credibility and professional depth to a coaching business. One-to-one supervision allows coaches to build long-term, trusted and reflective relationships with other practitioners. Group supervision creates scalability, shared insight, community and a powerful learning environment. Organisational supervision is a growing opportunity as more businesses invest in internal coaching cultures. Supervision does not only support coaches. It also indirectly supports their clients, teams and organisations. Coaches do not need to wait until they feel like the most senior person in the room before exploring supervision training. Coaching supervision training can change how you coach, how you listen and how you understand relational dynamics. Keywords: coaching supervision training, coaching supervision, expand your coaching business, coaching business growth, coaching supervisor, group supervision, one-to-one coaching supervision, organisational coaching supervision, internal coaching supervision, coaching supervision for coaches, coaching accreditation, coaching business development, professional coaching practice, coaching culture, coaching supervision diploma, Links & Resources Diploma in Coaching Supervision: www.igcompany.com/supervision-training IG Company website: https://www.igcompany.com    Coaching course quiz: https://www.mycoachingcourse.com

In building relationships it's important to know what gets in the way of connectiont. To connect with others, we must be completely in the relationship - we must bting our true, whole, authentic self, complete with beliefs, values and emotions, to other that we live and work with.We risk being vulnerable - instead of mechanically saying, doing, or feeling what we believe we 'should' say, do, or feel, we honestly sharewhat we are actually feeling. Let's explore in more depth....Data on Organisational MaturityEnergy Sector Hearts and Minds Toolkithttps://heartsandminds.energyinst.org/toolkitCore-Values-Behavioural-DictionaryPlease copy and paste above link in your web browser to see an example of unsatisfactory, below average, average, good and excellent behaviours for core values of Respect, Teamwork, Continual Improvement and Innovation that enhances connection..HOT Leadership

Why do organisations repeatedly promote their best problem solvers and then unintentionally set them up to fail? In this leadership interview, Barbara Wittmann joins Niels Brabandt to discuss the Sally Problem, why organisations frequently promote exceptional workhorses into leadership without providing the skills, mandate, or shared mental model needed to succeed. From leadership transitions and organisational complexity to responsibility without mandate, delegation, silo thinking, and leadership development, this conversation offers essential insights for decision-makers building stronger leadership pipelines. Topics include: • What the Sally Problem actually means  • Why organisations accidentally break top performers  • Responsibility without mandate explained  • Why promotions often create leadership overload  • Shared mental models and cross-functional collaboration  • How to avoid silo thinking in organisations  • Leadership development for newly promoted managers  • Organisational complexity and delegation This episode is essential listening for CEOs, founders, senior leaders, HR professionals, middle managers, operational leaders, and decision-makers focused on sustainable leadership development. Keywords: 

BJP victory in several states, where it banked on more than just ‘Modi ki guarantee', shows that it's building post-Modi resilience, say party leaders and analysts.

In this episode hosts Jason and Joelle chat with Rev. Dr. Mark Layson, Director, Disaster Recovery Chaplaincy Network at Charles Sturt University. They discuss a recent Industrial Relations Commission hearing involving an internal investigation into conduct, a Safe Work investigation into the investigation process, and improvement notices targeting the systems of work relating to the management of conduct and performance. They talk about conduct investigations as a psychosocial hazard, and how the presence or absence of organisational justice can significantly impact mental health outcomes for people under investigation. https://www.routledge.com/Unexpected-Poison-Betrayal-and-Moral-Injury-in-Your-Workplace/Layson/p/book/9781032803067

Inside the Messy Middle is a special series from The Inner Game of ChangeThis fortnightly short series is for people who carry responsibility inside complexity. Between strategy and delivery. Between intent and impact. Between what was imagined and what must now be made real.In this episode of Inside the Messy Middle, I explore a powerful idea:What if organisations behave like immune systems?As AI enters the workplace, many organisations are not simply reacting to new technology. They are responding to perceived threats to identity, expertise, workflows, control, and certainty.Through stories from medicine, business, and lived organisational experience, I explore why good ideas are sometimes rejected, why thoughtful people hesitate during change, and why resistance is often more complex than it first appears.This episode examines:• the hidden defence mechanisms inside organisations• why AI triggers different reactions across legal, IT, policy, and leadership teams• the psychological side of resistance and uncertainty• the role of leadership and change management in creating safe movement during disruption• what business history can teach us about adaptation and survivalFeaturing reflections on Semmelweis, Kodak, Nokia, and modern AI adoption dynamics, this episode is a deeper look into the invisible tensions shaping organisational change today.Send us Fan MailAli Juma @The Inner Game of Change podcastFollow me on LinkedIn

About the episodeIn this episode, Kellie sits down with Minna Vaisanen, Head of Revenue at Thrive Partners and passionate customer success leader, for a wide-ranging conversation about the future of leadership and work. Minna brings a refreshingly practical lens to some big questions:- why leadership hasn't kept pace with how work has evolved- why creativity is the new gold dust in an AI-accelerated world- what organisations can do, starting small, to close that gap. Together, they explore the shift from task-oriented management to human-centred leadership, the foundational importance of values (done properly, not just posted on a wall) and why the single most important mindset shift for any new manager is moving from I to we. Above all, this is a conversation that keeps coming back to what matters most: we are all human, all doing our best and that's exactly where good leadership begins.Key TakeawaysWe are all human and that's where leadership starts. Behind every framework and every transformation is a simple truth: we're all learning, all imperfect and all capable of doing a little better than yesterday. Leadership isn't about having all the answers; it's about showing up with the intention to grow.Creativity is the new gold dust and leadership hasn't caught up. As AI takes over routine work, what humans bring is creativity and creativity doesn't thrive in rigid, micromanaged environments.The single biggest shift when you become a manager: from I to we. A manager's success is measured by the team's success. Owning both the wins and the failures, without blaming the team, is where real leadership begins.Leadership 1-0-1 is still missing for most people. Most are promoted because they're good at their job, not because they've been taught to lead. It starts with one question: do you even want to lead?Values only work if they're lived, not laminated. Values need to be embedded in hiring, performance reviews and everyday decisions. A poster on a wall changes nothing.Organisational transformation doesn't have to be seismic. Think like a product roadmap; sequence your experiments, run controlled steps and bring your people with you.Done is better than perfect. 1% better today than yesterday still accumulates. Progress over perfection, always.About MinnaBelieving that a squiggly career makes leaders more versatile, Minna's Customer Success career background in tech extends over 12+ years navigating the realms of early-stage start-ups to multinational corporations. Her global perspective is shaped through expatriate roles in the Middle East, Europe and Asia, coupled with visits to 65+ countries. Minna has led a number of transformation projects for multinational organisations in the Asia Pacific region and guiding initiatives resulting from global company mergers. In her previous roles as Vice President of Customer Success, Minna devised and executed a successful customer success strategy, contributing to company growth at early stage and scale-up organisations. Currently, as the Head of Customer Success and Operational Excellence at Thrive Partners, she plays a pivotal role in the organisation's customer-centric transformation. Her industry range extends from HR to the Learning and Hospitality Technology sectors. Beyond her professional endeavours, Minna is a mentor, podcast host and a speaker, sharing profound insights at industry events to inspire and educate emerging talent.

Musculoskeletal (MSK) issues — from back pain to joint and muscle injuries — are one of the most widespread and costly health challenges affecting today's workforce. While often overlooked or accepted as inevitable, these conditions are having a significant impact on employee wellbeing, absenteeism, and organisational performance. In fact, research suggests that up to 64% of desk-based employees may be experiencing some form of MSK pain at any given time — contributing to lost productivity, increased healthcare costs, and long-term absence. Despite this, many organisations are sitting still on this issue, taking a reactive approach — addressing issues only when employees are already in pain or unable to work. But as costs continue to rise, particularly in healthcare and insurance, this model is becoming increasingly unsustainable. In this episode of The HR Room, we explore how organisations can shift from reactive to proactive strategies when it comes to musculoskeletal health. We discuss the role of HR in prevention, the importance of data and business cases, and how organisations can design work and wellbeing strategies that truly support employees.   Guest Dr. Shane Lowe — CEO & Co-Founder, Vitrue Health   Topics include: What musculoskeletal (MSK) health is and why it matters in the workplace The scale of MSK issues and their impact on absenteeism and productivity The role of HR in driving preventative health strategies How data can be used to build a compelling business case How AI and technology can personalise prevention strategies Breaking down silos between HR, health & safety, and benefits teams Practical steps organisations can take to start addressing MSK risks   Key Takeaways for HR Leaders Musculoskeletal health is one of the leading drivers of absence and workplace cost. A reactive approach (waiting until employees are in pain) is no longer sustainable. Prevention is significantly more cost-effective than treatment. Data is critical — HR must quantify the cost of absenteeism and presenteeism. Organisational silos (HR, H&S, benefits) can limit the effectiveness of wellbeing strategies. AI and technology can enable personalised, scalable prevention solutions. HR should take a systems-based approach to designing healthier workplaces.   Get in Touch If you're not already following us on LinkedIn, be sure to join the conversation. If you have suggestions for future episodes or would like to be a guest, reach out to Dave Corkery at dcorkery@insighthr.ie or connect with him on LinkedIn. To learn more about Dr. Shane Lowe and Vitrue Health, visit vitruehealth.com.   About The HR Room Podcast The HR Room Podcast is brought to you by Insight HR — where we speak with HR leaders, experts, and practitioners across Ireland about the issues shaping the world of work today. If you're enjoying the podcast, please share it with colleagues or friends and leave us a review.

Organisational strategy often looks clear on paper — but translating that strategy into a structure that actually works in practice is where many organisations struggle. In this episode of The HR Room Podcast, Dave and Mary are joined by returning guest John Kennedy, Head of HR Organisational Development at Iarnród Éireann (Irish Rail), to explore how HR leaders can move from high-level strategy to effective, real-world organisational design. The conversation examines why structure is not just an operational detail, but a critical enabler of strategy. John highlights the importance of alignment — ensuring coordination, coherence and communication across the organisation — while Mary emphasises the risks of poorly thought-through changes, including unintended consequences and organisational friction. Together, they explore the realities of organisational change, from the need for continuous adaptation (rather than one-off transformation) to the human challenges that often derail even the most well-planned initiatives. The discussion blends practical insight with real-world experience, including examples from Irish Rail's large-scale transformation and investment programmes. A key theme throughout the episode is that successful organisational design is not just about structure — it's about people. From gaining buy-in and addressing resistance to understanding the psychology behind change, HR leaders play a central role in ensuring that strategy translates into meaningful outcomes. Guest John Kennedy — Head of HR Organisational Development, Iarnród Éireann (Irish Rail) Topics include: Why organisational structure is critical to delivering strategy The shift from episodic change to continuous organisational evolution Common pitfalls in organisational design and unintended consequences How poor structure can restrict communication, innovation and decision-making Translating strategy into practical, actionable structural decisions Why change initiatives fail despite strong planning The importance of employee buy-in and bringing people along the journey Real-world insights from Irish Rail's transformation and people strategy Linking HR initiatives to measurable business outcomes The role of curiosity in navigating change and organisational design Key Takeaways for HR Leaders Organisational structure must be intentionally designed to support strategy — it won't happen by default. Alignment across teams and functions is essential for effective execution. Change is no longer a one-off event — organisations must be designed for continuous evolution. Poor design can create duplication, confusion and communication breakdowns. HR must focus on translating strategy into practical, people-focused actions. Resistance to change is natural and often rooted in fear, stability and habit. Leaders must address emotional and psychological barriers — not just operational ones. Curiosity varies across individuals — and must be nurtured, not assumed. Get in Touch If you're not already following us on LinkedIn, please do. If you have suggestions for future episodes, or if you'd like to join us as a guest, reach out to Dave Corkery at dcorkery@insighthr.ie or connect with him on LinkedIn. About The HR Room Podcast The HR Room Podcast is brought to you by Insight HR — where we speak with HR leaders, experts and practitioners across Ireland about the issues shaping the world of work today. If you're enjoying the podcast, please share it with colleagues or friends and leave us a review. We love to hear your feedback, we take requests, and we're always here to support you with your HR challenges. Immediate HR support

In this episode, we host K. Campbell to examine how the escalating conflict with Iran should be understood not only as a military confrontation but as a wider risk event with implications for shipping, supply chains, critical infrastructure, and corporate decision-making. Drawing on his background in intelligence and security risk management, Campbell explains why the key escalation indicator is the point at which the Iranian regime believes its survival is truly at stake and why threats to the Strait of Hormuz, civilian infrastructure, and international targets should be read through that lens rather than through sensational headlines.  We discuss the warning indicators he is watching most closely, why so many so-called “black swan” events are in fact failures of imagination, how red-teaming can help organisations think more clearly about escalation, and why leaders should focus less on surprise and more on preparedness. K. Campbell, CBCP, CPP® is a seasoned security and intelligence professional and former US military intelligence officer with extensive experience in security risk management, executive protection, threat assessment, and business continuity. His previous roles included leadership positions in National Security Agency units, the Defence Intelligence Agency, the Joint Staff, and a special operations staff, and he co-led and led highly sensitive intelligence and planning efforts against North Korea and Iran, including war planning against Iran's WMD programmes. He has also led and co-led business continuity planning in four organisations, served on the technical committee that updated the ASIS International security risk assessment standard approved by ANSI in April 2024, and contributes to Homeland Security Today and the Domestic Preparedness Journal.The International Risk Podcast brings you conversations with global experts, frontline practitioners, and senior decision-makers who are shaping how we understand and respond to international risk. From geopolitical instability and organised crime to cybersecurity threats and hybrid warfare, each episode explores the forces transforming our world and what smart leaders must do to navigate them. Whether you're a board member, policymaker, or risk professional, The International Risk Podcast delivers actionable insights, sharp analysis, and real-world stories that matter.The International Risk Podcast is sponsored by Conducttr, a realistic crisis exercise platform. Conducttr offers crisis exercising software for corporates, consultants, humanitarian, and defence & security clients. Visit Conducttr to learn more.Dominic Bowen is the host of The International Risk Podcast and Europe's leading expert on international risk and crisis management. As Head of Strategic Advisory and Partner at one of Europe's leading risk management consulting firms, Dominic advises CEOs, boards, and senior executives across the continent on how to prepare for uncertainty and act with intent. He has spent decades working in war zones, advising multinational companies, and supporting Europe's business leaders. Dominic is the go-to business advisor for leaders navigating risk, crisis, and strategy; trusted for his clarity, calmness under pressure, and ability to turn volatility into competitive advantage. Dominic equips today's business leaders with the insight and confidence to lead through disruption and deliver sustained strategic advantage.Subscribe for all our updates!Tell us what you liked! Tell us what you liked!

Organisational Resilience with David Denyer by Irish Management Institute

In this episode of the Building Better Cultures podcast, host Scott McInnes is joined by Iain Kirkwood, Chief HRO of EX3, to explore the critical role of people in organisational success. They discuss the importance of clarity in purpose, the necessity of difficult conversations in performance management, and the empowerment of people leaders. The conversation delves into the significance of continuous feedback, the measurement of organisational culture, and the connection between culture and business performance. They also touch on the role of values and behaviors in shaping culture and the importance of a dynamic Employee Value Proposition (EVP).  Keywords:  Organisational culture, employee engagement, leadership, performance management, HR transformation, continuous feedback, employee value proposition, purpose-driven organizations, difficult conversations, accountability  Key Takeaways:  Clarity around company goals is essential for success.  Hiring for attitude is more important than hiring for skills.  Strong leadership is key to aligning people with company objectives.  Difficult conversations are necessary for managing performance.  Empowering people leaders is crucial for organisational success.  Continuous feedback helps in course correction throughout the year.  Culture can impact business performance significantly.  Values should translate into observable behaviors.  An effective EVP should resonate with employees' experiences.  Regularly revisiting the EVP keeps it relevant and engaging.    Chapters:  00:00 Introduction to Building Better Cultures Podcast  01:53 Setting Companies Up for Success Through People  05:16 The Importance of Purpose in Organisations  08:10 Navigating Difficult Conversations with Employees  10:56 Empowering People Leaders for Effective Management  14:03 The Shift Towards Continuous Feedback  19:22 Understanding and Valuing Organisational Culture  20:21 Valuing Organisational Culture  22:00 Impact of Culture on Performance  23:45 Performance Management and Accountability  26:03 The Role of Values in Culture  30:01 Employee Value Proposition (EVP)  34:39 Creating a Positive Work Environment    Connect with us:  LinkedIn YouTube Instagram      Connect with Iain Kirkwood:  LinkedIn 

In this episode of the Building Better Cultures podcast, Scott McInnes has an insightful conversation with Professor Peter Hawkins, a leading authority in systemic coaching and leadership development. They explore the essential elements organisations need to thrive in the 21st century, emphasising the importance of being purpose-led, stakeholder-centric, and fostering collective leadership. Hawkins discusses the critical role of organisational culture and learning, the dynamics of trust within teams, and the concept of WeQ—collaborative intelligence. The conversation also delves into the nature of connection in leadership and the need for organisations to discover their purpose rather than merely creating it. Hawkins shares practical examples and insights on how organisations can align their efforts to meet the needs of the future, ultimately highlighting the unique contributions that teams can make to drive meaningful change.     Takeaways:  Organisations must be purpose-led, not profit-led.  Stakeholder-centricity is crucial for modern organisations.  Partnership with stakeholders enhances organizational effectiveness.  Teams should be more than the sum of their parts.  Organisational learning must outpace external changes.  Trust is essential, but addressing mistrust is equally important.  WeQ, or collaborative intelligence, is vital for leadership.  Connection in leadership should focus on shared purpose.  Purpose should be discovered, not created.  Organisational culture is shaped by collective patterns.    Chapters:  00:00 Introduction to the Podcast and Guest  02:13 Essential Elements for Organisations in the 21st Century  05:42 The Importance of Purpose in Organisations  08:25 The Role of Organisational Culture and Learning  12:54 Collective Leadership and Team Dynamics  17:16 Trust and Mistrust in Teams  18:42 The Nature of Team Relationships  22:10 The Concept of WeQ and Collaborative Intelligence  23:13 Connection in the Age of Technology  27:40 Understanding and Defining Purpose  31:30 Leading Towards an Evolving Purpose  37:12 The Unique Contribution of Teams and Organisations  39:47 Organisational Culture and Its Habituated Patterns  41:06 Conclusion and Final Thoughts    Connect with us:  LinkedIn  |  YouTube  |  Instagram    Connect with Prof. Peter Hawkins:  LinkedIn  |  Website - Personal  |  Website - Company Keywords:  leadership, organisational culture, purpose, collaboration, team dynamics, coaching, stakeholder engagement, collective intelligence, trust, systemic coaching  

In this week's episode of the Building Better Cultures Podcast, host Scott McInnes sits down with Joe Lalley, author of 'How Curiosity Can Transform Your Career, Your Team, and Your Organisation.' Together, they explore the power of curiosity in transforming careers, teams, and organisations. Tune in to discover practical insights on fostering curiosity, psychological safety, and innovative cultures.  Keywords:  Curiosity, innovation, psychological safety, organizational culture, design thinking, leadership, experimentation, learning from failure, AI, creative thinking  Key Topics:  The definition of curiosity as the desire to go from not knowing to knowing  The role of psychological safety in encouraging curiosity  Patterns of questions that drive innovation and learning  The importance of being close to customers for effective curiosity  The impact of organisational culture on curiosity and experimentation  The risks and rewards of curiosity in the workplace  Practical strategies for leaders to foster curiosity  The influence of childhood and education on curiosity development  The relationship between curiosity and AI in learning and work  How to balance curiosity with decision-making and focus  Takeaways  Curiosity is simply the act of wanting to go from not knowing to knowing.  Psychological safety is essential for fostering curiosity in teams.  Ask open-ended questions that challenge assumptions and explore possibilities.  Being close to the customer enhances the effectiveness of curiosity.  Organisational culture should be built around experimentation and learning.  Shortening feedback cycles accelerates learning and innovation.  Celebrate failures as first attempts in learning to encourage risk-taking.  Leadership modeling of curiosity and experimentation sets the tone.  Use examples and data to demonstrate the value of iterative work.  Encourage questioning and exploration as core organisational behaviours.  Chapters  00:00 Introduction to Curiosity in Organisations  02:53 Defining Curiosity and Its Importance  05:34 Psychological Safety and Curiosity  08:47 Curiosity in Meetings and Organisational Culture  11:29 Learning from Customers and Iterative Processes  14:48 Creating Space for Curiosity in Organisations  17:36 Embedding Curiosity into Organisational Culture  20:29 The Balance of Curiosity and Action  23:27 Practical Steps for Leaders to Foster Curiosity  26:32 The Impact of Technology on Curiosity  29:08 The Future of Curiosity in the Age of AI    Link to Joe's book:  Joelalley.com/book    Connect with us:  LinkedIn YouTube Instagram     

In Japan, "engagement" is a loanword (エンゲージメント), which is a neat metaphor: the sound exists, but the meaning can feel fuzzy at work. Yet global surveys still measure it, and Japan often lands near the bottom — Gallup's recent Japan spotlight reporting puts engaged employees at about 7%.  So how do you lift engagement in a culture that's cautious with self-scoring, allergic to over-promising, and hyper-sensitive to responsibility? You stop chasing a Western definition and start building the three drivers that actually move hearts and behaviour in Japanese teams: manager trust, senior leadership credibility, and organisational pride — with one emotional trigger that lights the fuse: feeling valued by your boss. What does "employee engagement" actually mean in Japan? In Japan, engagement shows up less as loud enthusiasm and more as quiet commitment, discretionary effort, and loyalty to the team. If you use a US-style definition ("I love my company and I'll shout it from the rooftops"), you'll undercount people who are genuinely doing the work and protecting the brand. This is why Japan can look "low engagement" on dashboards while still delivering operational excellence at firms like Toyota, Panasonic, and major banks — effort is often expressed through endurance, quality, and risk reduction rather than overt positivity. Post-pandemic (2020–2025), hybrid work also reduced informal connection, which matters disproportionately in relationship-heavy cultures. Do now: Define engagement behaviours in your context (e.g., proactive problem-solving, collaboration, customer ownership) and measure those, not just imported survey language. Why do Gallup-style engagement surveys often score Japan so low? Japan often scores low because translation and culture collide with how questions are interpreted and how people self-rate. Gallup's Japan-focused reporting highlights that engagement is extremely low by global comparison, and that disengagement is widespread.  Two common traps: Translation nuance: Questions like "Would you recommend this company to friends/family?" carry responsibility risk in Japan. If the friend hates the job (or the company hates the friend), the recommender feels accountable. Perfectionism penalty: Japanese respondents frequently avoid top-box scores. Luxury and service sectors have long observed that Japanese satisfaction ratings can be systematically harsher than other markets (the "Japan factor"). Do now: Audit survey translations with bilingual leaders, add Japan-relevant behavioural questions, and interpret trends (up/down) more than raw global ranking. How do you measure engagement without getting fooled by the numbers? Use a "triangulation" approach: one survey, a few operational signals, and regular manager check-ins. In multinationals, HQ loves a single engagement score — but Japan needs a dashboard that respects context. Practical measurement mix (2024–2026 reality check): Survey pulse: Keep it short; use Gallup Q12-style consistency, but validate Japanese phrasing. Operational indicators: regretted attrition, internal mobility, absenteeism, safety incidents, quality defects, customer complaints, and project cycle time. Manager "meaning" rhythm: monthly 1:1s, quarterly career conversations, and team retrospectives (especially important in hybrid setups). Compare apples-to-apples: Japan vs. Japan (trend), not Japan vs. Denmark (culture). Do now: Pick 5 metrics max, publish them quarterly, and make every manager accountable for one engagement input (e.g., 2 meaningful 1:1s per month). What are the three strongest drivers of engagement in Japanese teams? The biggest levers are (1) satisfaction with the immediate manager, (2) belief in senior leadership, and (3) pride in the organisation. These drivers are universal, but they hit harder in Japan because trust, clarity, and belonging are the social glue. Immediate manager: People don't quit companies, they quit bosses — and in Japan, the boss is also the cultural translator. Gallup research often points to managers as a major factor in team engagement variance.  Senior leadership credibility: If the "why" is vague, Japanese employees assume hidden risk. Clear direction reduces anxiety and boosts execution. Organisational pride: Internal rivalries (Sales vs Marketing vs IT) kill pride. Strong leaders unite teams against external competitors (Rakuten vs Amazon, incumbents vs startups like Mercari, etc.). Do now: Run a 30-day leadership reset: manager 1:1 cadence, CEO "why" messaging, and a pride campaign celebrating customer impact and team wins. What's the emotional trigger that flips people from "showing up" to "leaning in"? Feeling valued by your boss is the fastest emotional accelerator of engagement. People don't guess they're valued — they need to hear it clearly, consistently, and specifically. In Japan, "valued" lands best when it's concrete and modest: "Your analysis prevented a customer escalation." "Because you coached the new hire, the team's cycle time improved." "I trust you with this client because your prep is world-class." Tie value to meaning: how the work helps customers, protects colleagues, or strengthens reputation. This is where confidence, enthusiasm, and ownership start to appear — without forcing extroversion. Do now: Every manager: give 2 pieces of specific recognition per person per month, linked to business impact (customer, quality, speed, risk, revenue). What should leaders in multinationals do when HQ demands Japan "fix engagement"? Push back with data, reframe expectations, and localise the playbook — without looking defensive. Global leaders often see Japan at the bottom and assume leadership failure; the smarter move is to explain the measurement context andshow your improvement plan. A practical HQ message: "Japan's baseline is structurally lower due to survey interpretation and scoring norms." "We'll improve trend lines via manager capability, leadership clarity, and organisational pride." "We'll report both engagement and behavioural indicators quarterly." Gallup's Japan spotlight materials reinforce that Japan's disengagement is economically meaningful — which gives you permission to act decisively.  Do now: Agree with HQ on a 12-month target focused on movement (e.g., +2–4 points) and manager behaviours, not a magical leap to US levels. Final wrap If you want engagement to rise in Japan, stop arguing about the katakana and start building the conditions where people feel safe, valued, and proud. Fix the immediate manager experience, make senior leadership's "why" painfully clear, and create pride by uniting teams against external competitors. The best part: these levers cost zero yen — but they do require leadership discipline. Optional FAQs Is there a Japanese word for "engagement" at work? Not a perfect one — that's why many firms keep エンゲージメント and define it behaviourally. Agree on what engagement looks like day-to-day, then measure those actions. Should Japan use the same engagement questions as the US? Not without localisation. Translate for meaning (not words), test with Japanese employees, and adjust "recommend to friends/family" style items carefully. What's the single fastest engagement improvement tactic? Manager behaviour. Increase high-quality 1:1s and specific recognition; managers are a major lever in engagement differences.  Why do Japanese teams avoid giving 10/10 scores? Perfectionism and modesty norms. Use trend-based targets and multiple indicators rather than chasing top-box scores. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. Greg has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), and others.

This episode, Cat, Jen and Dom chat with Heidi Allan who heads up Employee Financial Wellbeing at pensions and investment advisory firm LCP. LCP's research into financial wellbeing provides illuminating data points that link financial worries to poor engagement, in turn impacting wider organisational performance. Heidi's work in this field highlights the benefits of offering financial education and support to anxious colleagues and showcases the opportunity for internal communicators looking to support colleagues in retirement and wider financial planning.   About Heidi Allan Heidi has been in the pension and employee benefits industry since the early 1990s and has worked for organisations from both a consultancy and provider perspective.  Over the last decade she has produced and authored a number of thought leadership papers on many facets of employee wellbeing.  Heidi helps clients to understand their workforce and the challenges they may be facing, supporting them in providing a valued, engaging, and well-communicated benefits package   Find Heidi on LinkedIn:         https://www.linkedin.com/in/heidijallan/ LCP's website:                         https://www.lcp.com/en LCP's employee wellbeing report:              https://www.lcp.com/en/insights/publications/employee-wellbeing-report

In this week's episode of the Building Better Cultures podcast, Scott McInnes speaks with Kim Bohr, President and COO of Spark Effect, about the critical role of trust in organisations. They discuss the findings from the report 'Trust in Turbulence' which breaks down trust into measurable domains and emphasises its importance as a competitive advantage. The conversation explores how disruptions, such as the return to office policies, impact trust, and how organizations can build and rebuild trust through effective communication and leadership practices.  Takeaways:  Trust is a measurable and critical component of organisational success.  Disruptions can erode trust in everyday interactions.  Return to office policies must be communicated effectively to maintain trust.  High trust organizations see better performance and retention rates.  Low trust environments lead to increased turnover and disengagement.  Younger generations prioritize alignment of values with their employers.  Technology rollouts can significantly impact trust dynamics.  Managers play a crucial role in translating corporate messages to their teams.  Celebrating achievements fosters a culture of trust and connection.  Rebuilding trust requires transparency and accountability from leadership.  Keywords:  Organisational trust, trust in leadership, building better cultures, trust metrics, employee engagement, return to office, trust and performance, psychological safety, technology and trust, trust rebuilding strategies  Chapters  00:00Introduction to Trust in Organizations  02:04Understanding Trust as a Competitive Advantage  04:24The Impact of Disruption on Trust  08:25Return to Office: Trust and Communication  11:51Linking Trust to Organizational Performance  13:57Low Trust and Its Effects on Culture  16:15Attracting Talent in a Low Trust Environment  18:11Technology's Role in Trust Dynamics  20:50Practical Steps to Build Trust  25:56Celebrating Achievements and Building Connections  29:57Rebuilding Trust After a Breach    Link to the report mentioned in the episode:  Report    Connect with us:  LinkedIn YouTube Instagram 

Corinna Stukan, Product Leader and Founder of Fintech marketplace Bizzy, lays out practical advice for connecting your product roadmap to business goals. She explains how a metrics one-pager aligns day-to-day product decisions with company goals, why understanding whether your business is in growth, acquisition or cost-control mode should shape every prioritisation call, and how to frame initiatives so stakeholders see commercial impact, not just better UX.Chapters4:00 — Why product people should care about business acumen6:01 — Organisational causes of weak commercial context for PMs8:10 — What business acumen means in practice9:10 — Wake-up story: prioritisation shifted after asking the CEO about revenue drivers11:05 — Misalignment: company goals vs team OKRs12:13 — How to run the metrics one-pager and link product to business goals14:37 — Strategy: where we are, where we're going, how we'll get there15:03 — Encouraging ideas while setting business context17:01 — Running collaborative bets before creating the roadmap19:20 — Communicating value: turn “better onboarding” into business impact22:08 — Avoiding over-attribution and internal attribution fights23:05 — Example: marketing's 12 touchpoints and joint contribution to acquisition24:26 — Practising stakeholder storytelling; where LLMs help and don't29:17 — Presentation craft: fewer slides, start with numbers, end with actions31:03 — Using LLMs for synthesis, not hOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath. Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

What if building a career in coaching did not require you to run your own business at all? In this episode, we open up a conversation that we realise we have not explored nearly enough. We often talk about creating a coaching business or becoming a coaching leader, yet there is a growing and exciting landscape of coaching jobs inside organisations that deserves real attention. This discussion was sparked by the noticeable rise in coaching roles appearing across LinkedIn and within our own community. As we began to explore them more closely, we reflect on our own experience of returning to an in-house role where coaching formed the heart of my work. It brought together everything we loved about developing people, with the stability of a regular income and without the constant need to generate clients. That combination created a deep sense of alignment and ease. We share the wide range of ways coaching now shows up in organisations. Some roles are fully dedicated internal coach positions. Others sit within learning and development, people development, leadership, apprenticeships or culture transformation. In many cases, coaching becomes the differentiating skill that allows someone to move from one profession into another and close the experience gap that once felt like a barrier. What becomes clear in this conversation is that there is no single pathway. For some people, the idea of running a business and stepping into a CEO identity is energising. For others, it is not where their passion lies. There is equal value in a role where you are paid to do the work you love every day, making a tangible difference to individuals and teams, without needing to manage marketing, sales and operations. We also reflect on the increasing recognition within organisations that coaching improves performance, supports wellbeing and helps retain talented people. As executive coaching has proven its impact, companies are now asking how to create that same level of support at scale. This is where internal coaching capability and coaching cultures are being built, and it is opening doors to roles that simply did not exist a decade ago. One of the most important themes running through this episode is possibility. Coaching training is not only about becoming a coach in private practice. It is a powerful, transferable professional development that allows you to reshape your current role, step into a new one or design a portfolio career that blends stability with independence. We also talk about timeframes, because the journey is often far more achievable than people imagine. Within a year to eighteen months, it is entirely possible to gain a qualification, apply your existing experience and position yourself as the ideal candidate for roles that previously felt out of reach. At its core, this episode is about contribution. It is about being paid to make a meaningful difference, to work with people in a way that feels purposeful, and to build a career that reflects how you truly want to spend your time.   Timestamps: 00:00 Introduction to coaching jobs in organisations 00:26 Jo's in-house coaching role and the value of income stability 01:48 Searching for coaching roles and surprising results 03:17 Using coaching to bring strengths and passions together 04:17 A success story of moving into an internal coaching role 05:11 New and emerging coaching career pathways 06:05 Coaching qualifications as a bridge into people roles 07:02 The scope and creativity within L&D and development roles 08:27 Portfolio careers and university coaching work 09:24 The rise of in-house coaching in global organisations 10:23 Building coaching capability at scale 11:21 Organisational support for coaching development 12:13 Coaching roles shaped by culture and organisational need 13:10 Business owner versus employed coach pathways 14:04 Part-time roles and blended career models 15:00 Being paid to make a meaningful difference 15:56 How quickly career change can happen through coaching 16:52 Transferable skills from other industries 17:22 First steps to explore coaching opportunities   Key Lessons Learned: A coaching career can exist fully inside an organisation without running a business. Coaching qualifications create powerful bridges into people development and L&D roles. Internal coaching is growing as organisations seek performance, wellbeing and retention at scale. Portfolio careers allow a blend of stability, flexibility and independence. Transferable skills from many industries align naturally with coaching. It is possible to reposition your career within one to eighteen months. Being paid to make a meaningful contribution is a valid and achievable goal.   Keywords: coaching jobs in organisations, internal coach roles UK, learning and development coaching careers coaching qualification career change, people development roles coaching, portfolio coaching career coaching culture in organisations, executive coaching internal capability, transferable skills into coaching, coaching career pathways,   Links & Resources: IG Company website: https://www.igcompany.com Coaching course quiz: https://www.mycoachingcourse.com

Welcome back to a brand-new series of the Building Better Cultures Podcast! In the first episode of the season, host Scott McInnes is joined by Phil Codd, Managing Director of Expleo in Ireland. They discuss the multifaceted nature of organisational culture, emphasising the importance of aligning leadership and employee cultures. Phil shares insights on employee happiness, effective communication, and the significance of feedback loops in fostering a positive work environment. The conversation also touches on the challenges of hybrid work, the future of organisational culture, and the need for organisations to adapt to a more flexible and inclusive work environments.   Here are some of the key insights from the episode: ·      Culture isn't just one thing; organisations have multiple cultures. ·      Happy employees lead to happy customers and growth. ·      Effective communication is a critical leadership skill. ·      Feedback loops are essential for employee engagement. ·      Celebrating employee longevity can enhance morale. ·      Technology can facilitate continuous feedback in organisations. ·      Hybrid work requires new ways of connecting teams. ·      Organisational culture is not confined to physical spaces. ·      Aligning leadership culture with employee culture is vital. ·      Policies should focus on the human aspects of work. Chapters: 00:00 Introduction to Building Better Cultures Podcast 03:12 Understanding Organisational Culture 09:54 The Importance of Communication in Culture 12:30 Feedback Loops and Employee Engagement 17:29 Flexibility and Hybrid Working Models 23:51 Challenges of Geographic and Hybrid Work 28:58 Future of Work and Cultural Alignment Keywords: Organisational culture, leadership, employee engagement, communication, feedback loops, hybrid work, employee happiness, culture alignment, workplace dynamics, future of work Connect with us: LinkedIn YouTube Instagram

Join the boys to discuss the latest news following the hire of John Harbaugh as he starts to shape the giants in to a winning football organisation.

What if the reason so many mergers, acquisitions and restructurings fail isn't strategy or execution but grief?That's the case my guest, Jennifer Fondrevay, makes in this episode. She's the author of Now What: A Survivor's Guide for Thriving Through M&A and an advisor to leaders navigating high-stakes transitions.We explore why unacknowledged grief can quietly drain 25–30% of productivity, and sabotage deal outcomes. Jennifer takes us through the five stages of grief in an organisational context, offering practical strategies leaders can use right away.You'll hear how to recognise the signals of grief, give people language for what they're experiencing, and channel that energy into performance and purpose. We also discuss why high performers often struggle the most, and why keeping customers as your North Star helps teams overcome turf battles.If you're leading change in your organisation right now, this conversation will give you a new lens and actionable tools to turn loss into momentum“They're mourning the loss of the future that won't be.” — Jennifer FondrevayYou'll hear aboutWhy productivity drops 25-30% after M&A announcementsThe five stages of organisational grief explainedPractical leadership scripts for major change announcementsHow to handle anger without dismissing concernsKeeping customers as your North StarThe former rock star phenomenon during transitionsPreparing boards and leaders before deals happenWhy high performers struggle most with changeThe employee engagement and customer relationship linkAbout Jennifer:Jennifer J. Fondrevay is the field-tested Founder and Chief Humanity Officer of Day1 ReadyTM, the M&A whisperer for CEOs and leaders who know "synergies" don't magically happen by themselves.After navigating multibillion-dollar deals, Jennifer wrote the manual everyone wishes they'd had: "NOW WHAT? A Survivor's Guide for Thriving Through Mergers & Acquisitions", helping executives lead when the playbook gets thrown out the window.Crowned #1 M&A Speaker by Research Leadership Institute, Jennifer's the go-to expert when uncertainty strikes. Her wisdom graces Forbes, Harvard Business Review, Fast Company, and Inc.Resources:Profile: https://shorturl.at/i1go1Book: https://shorturl.at/ufZRqArticle on employee grief in organisational transitions: https://shorturl.at/gLxsKMy resources:Try my High-stakes meetings toolkit (https://bit.ly/43cnhnQ)Take my Becoming a Strategic Leader course (https://bit.ly/3KJYDTj)Sign up to my Every Day is a Strategy Day newsletter (http://bit.ly/36WRpri) for modern mindsets and practices to help you get ahead.Subscribe to my YouTube channel (http://bit.ly/3cFGk1k) where you can watch the conversation.For more details about me:Services (https://rb.gy/ahlcuy) to CEOs, entrepreneurs and professionals.About me (https://rb.gy/dvmg9n) - my background, experience and philosophy.Examples of my writing https://rb.gy/jlbdds)Follow me and engage with me on LinkedIn (https://bit.ly/2Z2PexP)Follow me and engage with me on Twitter (https://bit.ly/36XavNI)

This is Day 2 of the Learn Like a Lobster skill sprint, and today Helen and Sarah focus on one of the hardest - and most important - career skills: how to give and receive tough feedback. Learning doesn't just happen after the difficult moment has passed - some of the most powerful development happens while things feel uncomfortable. In this episode, Helen and Sarah explore how to learn in the hard moments — particularly when feedback feels awkward, emotional, or risky.

Why short-term diversity efforts fail - and how to fix themIn this episode of The Inclusive Growth Show, Toby Mildon is joined by Juliane Schlüsener, a systemic organisational developer, researcher and coach. Together, they explore how organisations can drive sustainable equity, diversity and inclusion (EDI) by going beyond surface-level initiatives and embedding change across systems, structures and people.Juliane shares insights from her research into women working in male-dominated industries, revealing how stereotype threat undermines performance. She also explains why organisations must align their structures and processes with people-focused training to achieve lasting change.Key takeaways:The science behind underperformance in minority groupsWhy short-term EDI initiatives often erode employee trustHow to embed long-term change through a systemic lensThe role of leaders in supporting inclusive culturesWhy Juliane remains hopeful despite societal EDI backlashGuest highlights: Juliane Schlüsener, systemic organisational developer and EDI coach 

How do you get organisational buy-in for sustainable initiatives? In this episode, Nhung Kieu, Head of Sustainability at Vorwerk Group, and Michael Kroh, Fellow Materials Engineering and Sustainability Officer at Vorwerk Engineering, share how Vorwerk increased the use of recycled plastics in products such as Thermomix and Kobold vacuum cleaners. Based on Vorwerk's experience, we discuss how organisational support was built across engineering, procurement, and management. What you'll hear in this episode: • What drove Vorwerk to increase recycled content and position sustainability as part of the business strategy. • Which barriers had to be addressed, including quality perceptions, pricing constraints, and internal skepticism. • Which factors help to create both sustainability impact and economic value.  Listen now to get a practical perspective on how circular initiatives gain traction inside organisations by aligning technical feasibility with business and organisational realities. This episode is part of the “Recycled Plastics form Premium Brands” series, sponsored by HolyPoly.

What does it take to scale a consulting firm internationally without external capital? In this episode, Joe O'Mahoney speaks with Olly Purnell, Managing Partner and co-founder of Q5, about how the firm grew from a five-person partnership to a global consultancy. With nearly 30 years of consulting experience, he leads client engagements across sectors while also focusing on attracting top talent to support Q5's growth in the UK, US, and Australia.Olly explains why Q5 moved away from an associate-heavy model, how they built a culture around organisational health, and how their internal tool—Org Maps—supports operating model work by analysing spans, layers, and resource allocation directly from client ERP data.They also discuss Q5's shift from a traditional partnership to a broader shareholder structure, the targeted mergers that helped them enter new markets, and the leadership decisions that preserved the team during COVID-19.Olly closes with insights into the future of consulting, the impact of AI, and Q5's focus on strengthening their tools and international footprint. In this episode, you will learn: How Q5 scaled from a small founding team to an international consultancyWhy the firm shifted from an associate-led model to full-time hiringWhat “organisational health” means in practice and how Q5 delivers itHow Org Maps supports operating model and workforce decisionsWhy Q5 moved from a partnership to a broader shareholder structureThe leadership decision that protected the firm during COVID-19How Q5 approaches growth, culture, and the future of consulting in an AI-driven eraThis conversation offers a clear look into how Q5 has grown, adapted, and defined its approach to organisational health. Olly's reflections on culture, structure, and leadership provide practical insights for any consultancy thinking about scale. We hope you found the discussion valuable and thought-provoking.Connect with Olly:Website: q5partners.comLinkedIn: Olly Purnell Send us a textProf. Joe O'Mahoney helps boutique consultancies scale and exit. Joe's research, writing, speaking and insights can be found at https://equitysherpa.com.

"Making experiences, whatever they are, human is one of the key learnings of human-centered design, and at least one of those that I really keep close to my heart." - Marco Monterzino In this episode of the Facilitation Lab podcast, Douglas Ferguson interviews Marco Monterzino, a human-centered designer and innovation facilitator. Marco shares his journey from luxury product design to facilitation, emphasising the significance of ritual, adaptability, and purpose in both fields. They discuss how design thinking and frameworks like the hero's journey inform facilitation, and how rituals shape user  

Jehad Affoneh is Chief Design Officer at Toast, where he leads design across product, platform, and culture. Previously, he held design leadership roles at VMware and other complex B2B companies. Starting his career as an engineer, Jehad brings a unique perspective to design, viewing it fundamentally as problem solving. On today's show we chat about the transition from engineering to design, the value of being multilingual across disciplines, organisational design, and how AI is transforming the way teams build products.Timestamps:00:00 – Intro02:08 – Jehad's journey from engineering to design leadership05:32 – Being multilingual across disciplines and bridging gaps09:48 – Organisational design and how teams should be structured20:16 – The role of design systems and platforms at scale31:44 – Leading design in complex B2B environments42:22 – How AI is changing product building and design tools52:18 – The future of AI agents and conversational interfaces58:02 – End of show questionsConnect with JehadLinkedIn

This episode covers the first part of chapter 27 to: “...new school, which I called “Yogoda Satsanga Brahmacharya Vidyalaya.” Summary: This episode focuses on self-inquiry, and the role of rituals in achieving spiritual understanding with respect to Kriya Yoga. We discussed various philosophical perspectives on self-realization and the concept of Shankaracharya's Advaita Moksha, including references from Paramahansa Yogananda's translation of the Bhagavad Gita. The conversation concluded with reflections on the scientific and spiritual benefits of Kriya Yoga, emphasizing its unique blend of mathematical precision, spiritual guidance, and scientific reasoning. 1:15 Expectations from the chapter; 6:10 Organisational work and seva; 22:50 Look toward the larger family; 45:00 What was Guruji's school like? 59:45 Four Ashrams footnote; 1:07:30 Next episode Links discussed in the episode:  https://ysei.edu.in/ Homework for next episode— Read, absorb and make notes on the next part of chapter 27 from: “I organised a programme for both grammar- and high-school grades...” to “...he observed with twinkling eyes, ‘but I can feel for you!'”  #autobiographyofayogi  #autobiographylinebyline  #paramahansayogananda Autobiography of a Yogi awake.minute Self-Realization Fellowship Yogoda Satsanga Society of India #SRF #YSS 

In this special episode of the Fundraising Everywhere podcast, we celebrate a major milestone—reaching 100 organisational members! Join host Simon Scriver, Nikki Bell and Cam St-Omer Donaldson as they reflect on the journey from the very first member to a thriving community of changemakers. Discover the impact of organisational membership, the power of community, and the lessons learned along the way. Whether you're a seasoned fundraiser or new to the sector, this episode is packed with inspiration, practical insights, and a look at what's next for Fundraising Everywhere. Tune in and be part of the celebration! Click here to subscribe to our email list for exclusive fundraising resources, early access to training, special discounts and more If you enjoyed this episode, don't forget to hit follow and enable notifications so you'll get notified to be first to hear of future podcast episodes. We'd love to see you back again! And thank you to our friends at JustGiving who make the Fundraising Everywhere Podcast possible.

Ashkan returns to reveal how Southcliffe Dental transformed from near-bankruptcy to unprecedented profitability through a revolutionary therapist-led model. From losing half his body weight to facing GDC proceedings, he opens up about the personal costs of rapid expansion and the dark period when £4 million in clawbacks nearly destroyed everything. His ex-wife's intervention during his lowest moment becomes a turning point, leading to a complete business overhaul that's now attracting attention from private equity firms across the sector. Raw, unfiltered, and brutally honest about the realities of corporate dental leadership.In This Episode00:01:25 - Quality over quantity mindset shift00:02:50 - The £4 million clawback crisis00:06:00 - Revolutionary therapist business model00:17:35 - Organisational restructure and delegation00:25:30 - Leadership philosophy and high standards00:30:50 - Physical transformation journey00:46:45 - GDC proceedings and workplace allegations01:04:25 - Blackbox thinking01:17:05 - Clinical errors and patient management01:23:15 - Business decisions and banking relationships01:33:15 - Fantasy dinner party01:08:45 - Last days and legacyAbout Ashkan PitchforthAshkan is the CEO and co-founder of Southcliffe Dental Group, which operates 24 mixed NHS practices employing around 400 people. He pioneered an innovative therapist-led delivery model that has revolutionised the group's profitability, taking EBITDA from zero to 7-8 million within two years. A clinical dentist turned entrepreneur, he's known for his direct leadership style and willingness to challenge conventional dental business models.

This episode we republish a classic conversation referenced in the new book, Manage Self, Lead Others:Constructive Conversations, True Self-Leadership and Culture You Can't Fake by Nina Sunday. (Amazon). Brendan Rogers turns the spotlight on Nina Sunday to unpack rookie mistakes new managers make, and how to avoid them. Experience our episodes in a whole new way and watch every video version on our YouTube channel HERE Subscribe to catch each episode.release.   Soundbites [01:00] Why leaders need to hear this conversation [03:08] Link between culture and team performance results [04:37] Turning mistakes into growth and improving team motivation [05:09] Work experience that shapes views on feedback [06:57] Learn to have better conversations [08:22] The big picture of leadership [11:24] Why one-on-ones are essential for communication and trust [15:32] One-on-ones and job rotation to unlock hidden strengths [18:01] The role of psychometric tools in managing individuals [20:30] Balancing laissez-faire leadership [21:26] The danger of shutting down innovation [23:22] Constant reinvention and valuing staff ideas [25:25] Google's Project Oxygen on effective management behaviours [26:36] Culture through informal rituals [29:35] Phone use at work and setting clear expectations [30:58] Choosing the right language for feedback [33:35] Organisational theory and avoiding workplace disharmony [35:12] Leading from the front vs. from the side [38:22] Impact of small irritations left unaddressed [42:29] Not creating a second curve for growth [44:48] New challenges and projects to maintain engagement [47:40] Missed opportunities to offer career progression within roles [49:41] Hiring lessons and using interns as a talent pipeline [51:16] How young professionals value portfolio careers and side projects [52:23] Neglecting your own capability development [53:37] Google's Project Aristotle and the importance of psychological safety [54:32] Conversational equality and inviting all voices [55:50] VW ''Dieselgate'' and the dangers of groupthink [57:14] Brainstorming and continuous improvement [59:29] Leadership skills in associations and community roles [01:01:17] Why leaders must use mistakes as learning opportunities [01:02:57] Systems, checklists, and protecting corporate memory [01:05:04] Asking questions in one-on-ones to improve communication [01:07:02] Cultivating loyalty through acknowledgment [01:08:33] Publicly sharing customer compliments to build confidence CONTACT BRENDAN ROGERS Website: https://leaderbydesign.au/ LinkedIn: https://www.linkedin.com/in/bjrogers01/   ABOUT PODCAST HOST, NINA SUNDAY Nina Sunday's latest book, ‘'Manage Self, Lead Others: Constructive Conversations, True Self-Leadership, and Culture You Can't Fake'' now on Amazon - paperback or kindle. Amazon USA ⁠⁠https://a.co/d/3WaplI9⁠⁠ Amazon Australia ⁠⁠https://amzn.asia/d/0KwghaM⁠⁠ You can read the Kindle version on your PC, laptop or phone; you don't need a Kindle device. Feel free to leave a review so others know it's a good read. === Brainpower Training To learn more about face-to-face training programs with Nina Sunday or one of her experienced Facilitators from Brainpower Training Pty Ltd in Australia Pacific, visit: ⁠⁠⁠⁠⁠⁠⁠https://www.brainpowertraining.com.au/signature-programs/⁠⁠⁠⁠⁠⁠⁠ === NinaSunday.com To visit Nina Sunday's speaker site for global in-person speaking bookings visit: ⁠⁠⁠⁠⁠⁠⁠https://www.ninasunday.com/⁠⁠⁠⁠⁠⁠⁠ === LinkedIn: Connect with Nina Sunday on LinkedIn ⁠⁠⁠⁠HERE⁠⁠⁠⁠ === BLOG To subscribe to Nina Sunday's blog go to ⁠⁠⁠⁠⁠⁠⁠https://www.brainpowertraining.com.au/ ⁠⁠⁠⁠⁠⁠⁠and scroll to bottom of page to register. Learn more about your ad choices. Visit megaphone.fm/adchoices

Episode 66 - Organisational psychologist Marina Mayer shares insights on leading through change with resilience, emotional intelligence and embodied leadership. Disclaimer: Please note that all information and content on the UK Health Radio Network, all its radio broadcasts and podcasts are provided by the authors, producers, presenters and companies themselves and is only intended as additional information to your general knowledge. As a service to our listeners/readers our programs/content are for general information and entertainment only.  The UK Health Radio Network does not recommend, endorse, or object to the views, products or topics expressed or discussed by show hosts or their guests, authors and interviewees.  We suggest you always consult with your own professional – personal, medical, financial or legal advisor. So please do not delay or disregard any professional – personal, medical, financial or legal advice received due to something you have heard or read on the UK Health Radio Network.

Allan Rhodes is Chief People Officer at teal-inspired insurance broker Konsileo. He shares what he's learned over the last three years about helping to design a self-managing organisation, including how to onboard people into a totally new way of working. We also talk about his favourite metaphor of organisational gardening. We can be inspired by other gardens and gardeners, but what will grow best in our unique soil and climate? Allan has dual nationality as a Mexican Englishman so he shares observations on the two cultures having experienced communities exploring progressive ways of organising in both Latin America and the UK. Resources: Konsileo's website: https://konsileo.com/ Allan's blogs about Organisational Gardening Latin American networks and organisations promoting self-management: Co-crealia: https://www.linkedin.com/company/cocrealia/  Pancho Mora's podcast, Autogestión: https://panchomora.life/  Organizaciones Brillantes: https://www.organizacionesbrillantes.com/el-movimiento  Brave Job: https://www.brave-job.com/home/ CultureSee: https://www.culturesee.com/  Outiopía: https://ouitopia.team/en/  Luis Salas - Polymath - Reinventando a tu Organización (newsletter): https://www.linkedin.com/in/luis-salas-0b7b7135/  Encuentro Internacional Teal: https://www.congresointernacionalteal.com/  Related Leadermorphosis podcast episodes: Ep. 49 with Peter Koenig about Source Ep. 5 with Tom Nixon Ep. 82 with Mayden, another UK self-managing company Ep. 52 with Jorge Silva from 10Pines, Argentina Ep. 96 with Xavier Costa about the movement in Spain Ep. 33 with Margaret Wheatley

What if we treated mental health like a capability instead of a crisis? On this episode, I'm talking to a business school professor and a counselling psychologist about their new book that looks at practical ways we can manage mental health. Not after it manifests itself, but beforehand.Episode SummaryMental health has become part of the workplace conversation, but all too often, that conversation stops at slogans and superficial gestures. On this episode, I explore what it really means to build mental wellbeing into the culture of an organisation with two guests who bring very different — and deeply complementary — perspectives.Dr. Kiran Bhatti is a counselling psychologist working one-on-one with individuals experiencing anxiety, trauma, and burnout. Professor Thomas Roulet is an organisational sociologist at the University of Cambridge who researches the social dynamics of modern workplaces.Together, they've written Wellbeing Intelligence, a book that offers a smarter, more integrated approach to mental health at work. Our conversation blends the clinical and the organisational.We talk about why mental health needs to be treated not just as an emergency response but as a proactive skillset, why high performers are often the most vulnerable, and why grand programmes can fall flat if they don't feel human. Kiran explains how physical symptoms can mask deeper emotional struggles, and Thomas highlights the invisible tensions that can shape how teams feel and function. We unpack how leaders can signal care without being intrusive, and how a culture of safety is built more through micro-interactions than policies. This episode is for anyone trying to build workplaces that support — rather than erode — human wellbeing. It's full of practical insight, honest reflection, and just the right amount of theory to make it stick. You'll also hear what parenting a newborn has taught them about emotional intelligence and stress, and why the best mental health support often starts with listening, not fixing.And we break new ground on the show. Not just by having the first couple on as guests, but also because we're joined by their newborn son, who plays his part in making the show more human!Guest BiographiesDr. Kiran Bhatti is a counselling psychologist with over 15 years of experience working with individuals and organisations on issues related to mental health, trauma, and emotional wellbeing. She describes herself as someone who works at the intersection of science and soul — blending evidence-based psychological techniques with a deep respect for human complexity. In her practice, she focuses on empowering clients to make sense of their experiences and build sustainable emotional resilience.Professor Thomas Roulet is a Professor of Organisational Sociology and Leadership at Cambridge Judge Business School and a Fellow at King's College, University of Cambridge. His research explores the social dynamics of organisations, including topics like stigma, conformity, culture, and leadership. He's published widely on how organisations manage tensions, and how individuals navigate identity and meaning at work. His writing has appeared in Harvard Business Review, The Conversation, and major academic journals. Together, they co-authored Wellbeing Intelligence: Building Better Mental Health at Work, combining their clinical and organisational expertise to offer a fresh approach to workplace wellbeing that moves beyond tokenistic initiatives.AI-Generated Timestamped Summary[00:00:00] Introduction and the concept of "wellbeing intelligence"[00:03:52] Why mental health should be viewed as a spectrum, not a binary[00:07:10] The limitations of performative wellbeing initiatives[00:09:24] How leaders can signal real care without being intrusive[00:13:17] The interplay between physical and emotional symptoms[00:16:45] Why psychological safety needs to be lived, not just stated[00:21:06] What makes high performers especially vulnerable to burnout[00:26:08] Cultural tensions: hybrid work, visibility, and presenteeism[00:29:33] Real-life stories of clients struggling in 'healthy' work cultures[00:34:12] What we can learn from parenting a newborn about stress response[00:38:05] Thomas on data vs experience in mental health measurement[00:41:52] Kiran on the role of micro-connections in building trust[00:44:30] Why middle managers are often the most squeezed and unsupported[00:48:17] The risk of "outsourcing" care via tech or tools[00:52:01] Final thoughts on how to embed wellbeing into everyday leadership[00:55:12] Outro and links to the book and guest profilesLinksDr Khiran Bhatti - https://www.drkiranbhatti.com/Professor Thomas Roulet - https://www.thomasroulet.com/Wellbeing Intelligence - https://profilebooks.com/work/wellbeing-intelligence/Thomas' previous appearance on the show on Negative Social Evaluations - https://www.humanriskpodcast.com/dr-thomas-roulet-on-negative/