Employee reactions to discipline: apologise, fight, or explain—and how it affects trust.

How body cam footage is excellent real world examples to learn from.

How a regular drumbeat can guide us on clear and firm communication.

Why do managers (and HR) often feel anxious when dealing with union representatives or others from outside of the workplace, or outside their control?

Like the “found family” trope from films, workplaces are where people form new gangs, new groups, new familites. But sometimes......

We explore the workplace dynamic of “the squeaky wheel gets the grease.”

Hard words sometimes need to be said plainly and calmly—without sugarcoating, apology, or anger because clear, composed delivery allows the words themselves to do the work and be heard.

When people outsource their thinking entirely and attach their name to work they don’t understand or check, AI stops being a tool and becomes a subcontractor, and that makes them dangerously expendable.

Email is not true communication — it is only evidence that something was sent.

This lesson explores why listening is a complex but essential skill at work.

Why moving people from a period of lax rules to stricter expectations is one of the hardest challenges in people management.

Catchy slogans and simplistic insights that feel good but don’t actually change behaviour.

“Magic words” — phrases we treat as if they automatically change situations — but don’t falling for their spell.

This week we talk about the “flawed mentor” — that Gandalf/Dumbledore/Merlin figure who guides us… until the moment their limitations show up.

HR’s role is not to make decisions but to ensure decisions are made well by identifying risks and variables.

“HR”, “People & Culture” or something - a real change or just a rebrand? New approach or old wine in new bottles?

Tracy Chapman’s Fast Car reminds us that some things are deeply felt but hard to express—just like real expertise.

What would future beings think of us if humanity suddenly vanished?

Why punishment rarely creates better behaviour — but a simple “thank you” can?

A lot of the time in HR, we don’t actually have power — we have influence. And the most effective kind of influence often comes from calmness.