Chris Harrison

We’ve all heard the advice: “Fake it ‘til you make it.” Say it with enough confidence, and it sounds almost empowering. It’s a useful push to keep going despite feelings of self-doubt and anxiety. But not far behind those words lies a quieter voice that whispers, “You don’t belong here.” That voice belongs to Imposter… Continue reading Fake or Imposter

Workplaces love a good shortcut. Roles, departments, and reporting lines help to make sense of who does what. But there’s a different kind of shortcut that quietly works against inclusion: stereotypes. These sticky labels flatten people into one-dimensional characters and distort how we relate at work. As a coach in organisational culture change, I see… Continue reading Sticky Stereotypes

There’s always one. The late arrival with their mic on, crashing into the call mid-sentence while asking, “Can you hear me?” The person eating cereal on camera, or the mystery participant whose name is “iPad (3)” and hasn’t said a word in 45 minutes. The well-meaning multitasker, nodding earnestly while typing furiously on another screen.… Continue reading Zoom Doom

Anger is a powerful emotion. On the one hand, we are told to express it because bottling it up may cause us harm. On the other hand, the way we choose to express it often causes unnecessary harm to others. This is particularly true in workplace relationships between leaders or managers and staff. The implicit… Continue reading Anger

Have you ever read a press article that’s a little too long? Or listened to a speaker who makes one point too many. Or lost interest in an ad before it ends? Effective communication is not about what you want to say, it’s about what you want people to hear. In a world where algorithms… Continue reading Magic number

Vanilla or strawberry? Resign or stay? Toyota or Nissan? We make some choices quickly, relying on mental shortcuts our brains have developed over the years. Other decisions take time and effort – we agonise, we procrastinate. Often those decisions are no better than the automatic choices we make. When we make a decision, we are… Continue reading Decisions, decisions

Projects, initiatives, programmes. These words are used to signal the intention to make changes in the business. To labour outside the bounds of the normal workday. To develop new products or services; to expand into new geographies. To level up with, or to outpace the competition. To improve customer experiences or staff engagement. They create… Continue reading Work backwards

I recently spent a weekend facilitating a Business Creativity workshop. It reminded me how difficult it is to get innovation going. Four teams of business leaders, drawn from nine different sectors, burned the midnight oil as they attempted to design a new product, a complementary customer experience and a marketing campaign to launch the whole… Continue reading Break the rules

It’s still unusual for successful business leaders to admit failure and reflect upon the learnings. Even rarer for them to share with peers and subordinates. Unfortunately, that holds back the next generation of Africa business leaders because they don’t learn much from tales of unbridled success. It’s not surprising that when you come across leaders… Continue reading Vulnerable leaders

In the depths of COVID, I reconnected with an old friend who runs a factory. Throughout the pandemic, he went to work in Nairobi’s Industrial Area every day. His partners, cautiously staying at home, were surprised. His managers, many of whom chose to work remotely, were unsettled. His staff, who had no option but to… Continue reading Visible Leadership