Chris Harrison

For decades, career progression followed a familiar shape: the ladder. You climbed rung by rung through a single discipline, aiming for that corner office. But in 2025, that structure is buckling. In my work as a coach in organisational culture change, I see that the career ladder is no longer fit for purpose. Not in… Continue reading Broken Ladder

In today’s high-speed world of disruption and digital transformation, trust and transparency are no longer optional extras. They are the quiet foundations of resilient cultures – the difference between an organisation that wobbles in every storm and one that holds its ground. Trust begins with belief. Belief that leaders will act with integrity. That colleagues… Continue reading Trust and Transparency

It’s easy to assume that a well-recognised brand is a valuable one. In boardrooms and leadership teams, there’s often pride in a polished logo, a clever slogan, or a consistent visual identity splashed across everything from business cards to stadium billboards. But a recognisable brand is not the same as a strategic brand. And in… Continue reading No Soul

In the intricate tapestry of organisational life, two figures often stand out: the manager and the leader. While frequently used interchangeably, the distinction between them is not merely semantic; it’s fundamental to an organisation’s very pulse and future direction. Conflating the two causes confusion, stifles innovation, and is counterproductive. As a consultant in organisational culture,… Continue reading Leader … or Manager

As a consultant in organisational culture, I’m often invited into boardrooms to discuss the “Gen Z problem.” Many leaders speak in hushed tones about a generation that seems disengaged, avoids hierarchy, and brings an unsettling level of emotional candour to the workplace. The prevailing view is that these younger employees are a challenge to be… Continue reading Culture Accelerators

Sometimes it starts with good intentions. A leader wants to motivate someone. Or quietly line up a successor. Or smooth over a broken structure without alerting others. So they reach for the easiest tool at hand: the job title. Suddenly, someone becomes a “Senior Manager” even though their responsibilities are no more senior than those… Continue reading The Job Title Trap

Older generations often complain that Gen Z is hard to manage. They’re too outspoken. Too sensitive. Too easily offended. Or not committed enough. But what if those labels miss the point entirely? What makes Gen Z truly different is not their fashion, their screen time, or their TikTok fluency. It’s the fact that they’ve entered… Continue reading The Fearless Ones

In the world of professional development, mentoring is a sacred cow. We picture the seasoned executive taking a junior colleague under their wing, sharing decades of wisdom over coffee. It’s a valuable tradition, built on the assumption that knowledge flows downhill from the top of the org chart. But in an age of relentless disruption,… Continue reading Flip the Script

For years, we were told that what gets measured gets managed. And so we measured everything. From sales targets to customer satisfaction, call times to click-throughs, we created a culture of metrics. Performance reviews became spreadsheets. Dashboards replaced dialogue. And in too many workplaces, the soul quietly left the building. It’s not that numbers are… Continue reading Soulless Numbers

We live in the age of the meme. Communication is often reduced to a slogan, a swipe, or a sentence. Social media has trained us to value quick hits over considered arguments, and to mistake repetition for influence. In this environment, the art of persuasion – once essential to leadership and culture change – is… Continue reading Prioritise Persuasion