Inheriting an established team means inheriting its habits, unresolved tensions and operating assumptions. When is a reset necessary, and how can a leader avoid damaging performance while rebuilding trust and accountability?
"Just be yourself" is the worst advice a growing leader can follow. Herminia Ibarra's authenticity paradox explains why growth starts with behavior that feels unnatural, and what 35 years in management and 20 years of coaching confirm: discomfort is the entry fee, not a warning sign.
When four of your twelve team members may be made redundant — but nothing is official yet — leadership becomes something different. It becomes the art of holding people together in uncertainty. This post offers six practical principles for leading through the wait: with honesty, focus, differentiation, and the kind of steadiness that people will remember long after the decision is made.
In this personal leadership journey, Jan Salomons shares how he transitioned from an engineering teacher to a global executive and ultimately to a leadership and executive coach. Drawing on more than 35 years of international leadership experience across complex organisations, he reveals the pivotal insights that shaped his purpose: leadership is human work, not just technical or operational skill. His evolution into coaching grew from a belief that sustained behavioural change and self-awareness unlock real performance and resilient teams
Struggling with a new boss? You’re not alone. This article explains the psychology behind leadership transitions, why your brain reacts the way it does, and what practical steps help you rebuild clarity and trust—especially in high-pressure operational environments.