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Here is what I see inside organisations every month. You invest in leadership development. You run workshops. You bring in external facilitators. You maybe fund one-to-one coaching for a select few. For two weeks, behaviour shifts. Then operational pressure returns. Inbox fills. Escalations spike. Production deadlines move. The learning sits in a folder somewhere.
Gen Z has had a front-row seat to: – parents and older colleagues burning out – “high performers” rewarded with more work, not more support – leaders carrying the emotional weight of change, crisis, and under-resourcing
This is one of the most common situations I see in HR and OD teams.
Most leadership budgets are tighter than they used to be. That’s not a bad thing. It forces a decision that a lot of organisations avoid: Stop training everyone. Start investing in the few who will actually move the business.
If you want leadership to move the business this quarter, you cannot buy leadership development like an annual event.
You’ve probably lived this loop.
Why goals fail 23x more often than behaviours (and what to do about it)
Picture this for a moment. An Amazon executive shared that he receives 1,500 to 2,000 emails every single day. Out of those, only 15 to 20 are genuine emergencies. Yet he can only deal with two or three.
Quick question: Which type of leader are you?
How to get voluntary commitment when your project isn’t their top priority
Most people’s meetings are broken. Not just inefficient – completely broken.
An Amazon executive once shared that he receives 1,500 to 2,000 emails every single day. Out of all those messages, only 15 to 20 are genuine emergencies. Yet he can only deal with two or three.
If your leadership layer is creating bottlenecks instead of clearing them, let’s talk.
