Jamie Walker Artificial intelligence is rapidly becoming embedded in the operating fabric of modern organisations. What began as experimentation at the edge of the enterprise has moved into core operational systems, decision support, customer interaction, analytics, workflow management, and increasingly into managerial activity itself. Executive teams are under growing pressure to demonstrate AI progress to boards, investors, … Read more
Most boards would struggle to explain the underlying investment logic behind their last major leadership development decision. That is not necessarily because the investment itself lacked merit. More often, it reflects how leadership capability has traditionally been positioned inside organisations. Leadership development has typically been treated as a people issue, a succession issue, a culture … Read more
One of the more interesting organisational patterns is how confidently leadership investments are often discussed compared with how lightly the underlying assumptions are examined. That is not necessarily because organisations are careless about leadership capability, in many cases the opposite is true. Leadership development is usually supported by thoughtful intentions, capable practitioners, substantial organisational investment, … Read more
Several years ago, I was involved in examining a large leadership development initiative inside a complex multi-site organisation. At the time, the investment was widely viewed as successful. The programme itself was well regarded internally. It had run for 3 years. Participation levels were strong. Senior leaders actively supported it. Learner feedback remained consistently positive. … Read more
Leadership development is often discussed as though it sits somewhere adjacent to the core operational machinery of the organisation. It is frequently positioned as part of learning and development, culture, succession planning, or broader people strategy. Even in organisations that care deeply about leadership capability, investment discussions often remain framed in relatively soft terms, focusing … Read more
The Strategic Risk of Following Leadership Myths Zombie leadership is a term introduced by S. Alexander Haslam, Mats Alvesson and Stephen Reicher in 2024 to describe leadership ideas that have been repeatedly challenged by research yet continue to dominate organisational thinking. These ideas survive not because they are accurate, but because they are appealing, simple … Read more
The R.I.S.E.™ model offers reflective leaders a disciplined way to convert insight into influence, without abandoning their natural style. Introduction I once worked with a senior leader who had been promoted rapidly into an executive role in a large, nationally significant organisation. On paper, it was a dream appointment. She was technically exceptional, deeply committed … Read more
Intentional Change Theory (ICT) is a psychological model that focuses on understanding and facilitating sustainable, desired change in individuals and organisations. It was developed by Richard Boyatzis in 2006. From intention to impact: A framework for real growth Leadership development is often presented as a collection of tools, models, and good intentions. What matters far … Read more
Authenticity is often described as a hallmark of good leadership, yet it remains one of the most misunderstood ideas in leadership development. We are told to “be ourselves” at work, as though that instruction were straightforward. For quiet, reflective, or introverted leaders working in complex organisations, it rarely is. The question is not simply whether … Read more
The Learning Myth That Won’t Die: Why 70:20:10 Doesn’t Work for Reflective Leaders When a ratio becomes religion, we stop thinking. The 70:20:10 model has become so embedded in leadership and learning conversations that it is rarely questioned. It appears sensible at first glance, even reassuring. Most people intuitively agree that learning does not happen … Read more