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.

What does the business need without knowing it?

Testing people doing the job is the best tool you don't use.

What comedy can teach us about risk—and why playing it too safe can quietly kill your organisation’s growth.

How is a dinosaur like a piece of legislation? The lesson of Jurassic Park is chaos theory; life is too complicated to be fully accounted for by any system. It's the same with the law.

Trying different solutions, not the same ones again.

Getting people to listen to the words is hard, just like love songs.

Stop pretending to be a marketer, but instead pretend to be an engineer.

Most managers don’t realise they have a hidden superpower.

Whitney's talent tells us a lot about what talent really is.

Don’t forget that pressures that management feels is much worse for the employee.

We rattle off the term 'best practice' all the time, but is it true? Is there a 'right way' to do things in all situations?

Thinking is a skill. Too little, and you blunder, too much and you get analysis paralysis. A pause is the trick.

Everyone has two parts to them, two sets of needs. What is too much to ask, and what is reasonable to ask, when it comes to enforcing the contract?

Maslow explained how our needs are a hierarchy, but he also had a hammer, that’s a very useful tool for us.

When is a manager's style wrong? Why do we need to intervene? There are many ways of dealing with situations, but most of the time rough handling of others isn't appropriate. .

Understanding what sorry means, and what people mean when they say it is an important skill.

It's not clear in the industry what people mean when they use the terms ER, or Employment Relations.

Want to be wiser? Want to appear wiser? Or at least be less foolish? The answer is it depends.