LEADERSHIP LETTERS

Practical, research-driven leadership thinking for when the usual advice is not enough.

For leaders and people professionals who want to improve confidence, competence, influence, impact and performance without leaving people behind.

Leadership can get complicated quickly.

People need different things. Priorities compete. Relationships become strained. Decisions still need to be made. Sometimes you know something needs to change but are not sure what will actually help.

Leadership Letters is designed for those moments.

Each week, we bring together research, practical experience and ideas to help you:

  • get unstuck when your usual approach is no longer working

  • build your confidence and competence as a leader

  • increase your influence and impact

  • make better leadership decisions

  • navigate relationships and competing needs

  • understand what may be happening beneath the surface in teams and organisations

  • turn research into practical action

  • improve performance without leaving people behind

No endless theory. No generic leadership advice.

Just useful thinking for the realities of leading people and organisations.

What you can expect each week

What we’re noticing: A leadership, team or organisational challenge worth paying attention to.

What the research tells us: Research and evidence that could help you understand it differently.

What might be happening underneath: A closer look at relationships, group dynamics, context, power, needs or organisational patterns.

What you could try: Practical questions, actions or approaches you can use in your own leadership or with the leaders you support.

The aim is simple: help you understand what is happening, make more conscious choices and decide what could be most effective next.

Leadership Letters could be useful if…

  • You are leading people and want practical ways to improve how you lead.

  • You support leaders through HR, L&D, OD or DEI.

  • You want to increase your influence without relying only on authority.

  • You want more confidence when navigating difficult conversations, competing needs or uncertainty.

  • You want research you can actually use rather than another leadership model to remember.

  • You care about inclusion and performance and do not believe one needs to come at the expense of the other.