What do Mary Poppins, Katniss Everdeen and Lara Croft have in common?

How to get your team pulling in the same direction.

Not all change is created equally, and recognizing different types of change can have a major influence in how we lead others through it.

I used to think that salespeople would make lousy futurists. Sales seemed so myopic, whereas futurists were all about the "big picture." Yet, as I've discovered, salespeople are futurists too. Sales is focused on outcomes. The best salespeople concentrate on long-term results. However, even they can struggle to maintain their focus on the long-term prize. The distractions of admin tasks, qualifying leads, and sales calls can cloud their vision. Employing techniques that futur

You've joined team-building events and contributed enthusiastically to cross-department projects. Perhaps you've even worked within a matrix structure. But how would you rate the quality of teamwork and collaboration in your company? When I ask human resource professionals this question at the start of my teamwork keynotes, I'm often surprised by the responses. Very rarely does anyone give their company a score above 8 out of 10. The most common scores are 6 or below. The Imp

In my lifetime, few technologies have generated as much fear, hope, and confusion as artificial intelligence (AI). The internet was significant, but AI has the potential to be even bigger. This technology doesn't just make information more accessible; it can also use that information to make decisions on our behalf. The implications can feel overwhelming. While no one claimed the internet could wipe out humanity or help us achieve immortality, those are the kinds of discussio

The world is on fire, and you're supposed to keep a cool head when making high-stakes decisions with long-term implications. No wonder leaders are hesitating to pull the trigger on big decisions – it's difficult to do your best work today when you're not sure tomorrow will come. Amid the chaos, it's natural to to shy away from the challenges. Yet now is the time to lean in to the uncertainty by cultivating future confidence, a belief in our ability to not just navigate the ch

We humans have an almost irresistible urge to predict the future. Unfortunately, we also have an impressive track record of getting it wrong. From Victorian engineers dismissing the telephone to modern pundits making bold but faulty forecasts, history is littered with confident misjudgments. The problem isn’t that we’re foolish. Our brains are wired to simplify uncertainty into single answers. This approach works fine for the short term, but it fails us when we try to think l

Uncertainty is uncomfortable because our brains crave prediction. We would rather know something bad is coming than sit with the unknown. But uncertainty isn't the enemy. It's the raw material for creativity and foresight. This talk reframes uncertainty as a leadership advantage, not a threat. Through stories like the Cavendish banana (certainty = fragility) and the UCL electric shock study (our fear of the “maybe”), we see why resilience alone is not enough. Instead, we need