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The skill of asking questions when everything in you wants to react.It's easy to be curious when we're calm, comfortable and open to hearing what someone has to say.But what about when we're frustrated? When someone challenges our thinking, questions our decisions, disappoints us or says something that gets right under our skin?That's when curiosity becomes a whole different ball game. And that's when it matters most.I've been thinking a lot about curiosity lately. Not just the importance of being curious, but the actual skill of staying curious when our emotions are telling us to do the complete opposite. Because let's face it, we're human.We make assumptions. We jump to conclusions. We create stories in our heads based on our own experiences, beliefs and perceptions. And sometimes, before we've even finished listening, we've already decided what we think.The problem is, we're often reacting to the story we've created rather than the full picture.<h3>Learning to helicopter out</h3>Something I've been practising personally is what I call helicoptering out.When I feel myself becoming emotionally triggered, I try to imagine lifting myself out of the situation, almost as though I'm hovering above it, looking down.From up there, I'm no longer quite so caught up in the emotion of the moment. I'm observing what's happening rather than being completely consumed by it.It gives me just enough space to ask myself:<ul><li>What am I missing here?</li><li>What else could be going on?</li><li>What don't I know yet?</li></ul>Now, I'm certainly not suggesting I've mastered this. Far from it, infact I was triggered last week and I am not sure I effectively helicoptered anywhere.There are plenty of moments when my emotions get the better of me, and I find myself reflecting afterwards on what I could have asked rather than what I said.But that's the thing about curiosity. It's a muscle we need to keep flexing.And the more we practise, the better we become at recognising those moments when we have a choice between reacting and getting curious.<h3>Curiosity belongs everywhere</h3>I think one of the most interesting things about this skill is how relevant it is to almost every relationship we have.As a parent, when your child behaves in a way that frustrates you, can you get curious about what's driving that behaviour before jumping straight into discipline?As a leader, when someone on your team doesn't deliver what you expected, can you ask what got in the way before assuming they haven't made the effort?As an employee, when your leader makes a decision you disagree with, can you seek to understand the context before deciding they're wrong?As a friend, when someone seems distant or behaves differently, can you check in rather than assuming you've done something to upset them?And as a co-founder, when your business partner challenges your thinking or takes a different approach, can you explore their perspective rather than immediately defending your own?Different situations. Different relationships. The same underlying skill.<h3>Getting curious before getting judgmental.</h3>So how do we actually practise it? I don't think there's a magic formula. What works for me might not work for you.But I do think we can all develop a little routine that helps interrupt that instinctive emotional response.Here's mine:1. Notice the trigger. Recognise when something has stirred an emotional response. Frustration, defensiveness, disappointment, irritation. Whatever it is, acknowledge it.2. Create a pause. Take a breath. Have a sip of water. Give yourself a few seconds before responding. Sometimes that's all the space you need.3. Helicopter out. Mentally remove yourself from the middle of the situation. Imagine observing it from above. What might you see differently?4. Ask one question. Before offering your opinion, defending your position or making a judgment, ask one genuinely curious question.It could be as simple as:<ul><li>"Can you help me understand your thinking?"</li><li>"What am I missing?" </li><li>"What's led you to that conclusion?" </li><li>"Is there something else going on that I should understand?"</li></ul> The question itself doesn't need to be particularly clever.What matters is that you're genuinely open to the answer.Because curiosity isn't simply asking questions. It's being willing to hear something that might challenge the story you've already told yourself.<h3>The real challenge</h3>I think we sometimes confuse being curious with being agreeable. They're not the same thing. You can be curious and still disagree. You can seek to understand someone's perspective without accepting their behaviour. You can ask questions, gather context and still arrive at exactly the same conclusion you started with.But at least you've given yourself, and the other person, the opportunity to explore the full picture.And that, to me, is where better conversations, stronger relationships and more thoughtful leadership begin.So here's my challenge to you, and one I'm continuing to work on myself.The next time something triggers you, don't make your first response a statement. Make it a question.Pause. Take a breath. Helicopter out.And get curious.You might be surprised by what you discover.

The Art of Staying Curious

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Technology is evolving rapidly. BUT...great leadership still begins with people.Artificial Intelligence is changing the way we work. It can summarise reports, generate ideas, analyse data and automate tasks in seconds. For many leaders, it's exciting. For others, it's overwhelming. Most of us sit somewhere in between.But here's what I believe: The future isn't about choosing between humans and AI. It's about combining the strengths of both.As AI becomes more capable, the qualities that make us distinctly human don't become less important, they become more valuable.Here are seven capabilities every leader should continue investing in.1. Human Connection Leadership has always been built on relationships.AI can draft a thoughtful email, but it can't build trust over years of shared experiences. It can't notice when someone says they're "fine" but clearly isn't. It can't create a sense of belonging.The leaders who thrive will continue to invest in genuine human connection.2. Judgement AI can provide information.Leaders provide judgement.Great leadership is rarely about finding the perfect answer. It's about weighing competing priorities, considering the people involved and making decisions when there isn't an obvious right choice.That's something technology can support, but not replace.3. Empathy People don't just need information; they need to feel understood. AI can provide the sense of empathy but it doesnt truly understand.Empathy helps leaders recognise how decisions affect individuals, respond with compassion and support people through change while still moving the business forward.4. Discernment AI is incredibly persuasive.That doesn't mean it's always right.Leaders need the ability to question information, identify bias, recognise what's missing and decide when AI should, and shouldn't, be used.Knowing what to trust may become one of the most valuable leadership skills of the decade.5. Courage AI won't have the difficult conversation.It won't challenge a colleague respectfully or make the call when every option carries risk.Leadership still requires courage: the willingness to step forward, make decisions and take responsibility when the outcome is uncertain.6. Imagination AI can generate ideas based on what's already been created.Leaders imagine what doesn't exist yet.The future belongs to organisations that don't simply use AI more efficiently, they use it to unlock new possibilities, rethink old problems and create better outcomes for customers and teams.7. Sense-Making Perhaps the most underrated leadership skill of all.As information becomes more abundant, people need leaders who can create clarity.Leaders help teams understand what's changing, what it means, what remains true and where they're heading next.In a world of increasing complexity, the ability to simplify without oversimplifying is incredibly valuable.The Bottom Line AI will continue to transform the workplace.The question isn't whether leaders should embrace it.The question is whether they'll continue developing the human capabilities that technology can enhance, but never fully replace.The best leaders of the future won't compete with AI.They'll use it wisely, while doubling down on the qualities that make leadership fundamentally human.

Leading in the Age of AI

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There are phrases we say so often that we stop asking whether they're actually true.Better leaders inspire a better world.<ul><li>It's printed on my website. </li><li>It's the purpose behind my business. </li><li>It's the reason I spend my days coaching, facilitating and helping leaders grow.</li></ul>But every now and then I stop and ask myself...Do I really believe that? The answer is yes. Not because leadership is glamorous. Not because leaders have all the answers and certainly not because I have all the answers either.But because leadership reaches far beyond boardrooms and strategy meetings.Leadership shapes people, and people shape the world.The leader who changed me Early in my career I worked for someone I still think about today.They weren't perfect, but they made me feel like I belonged, I was worth investing in and they believed in me. I wanted to come to work. I wanted to contribute. I worked harder, not because I had to, but because I genuinely cared.They challenged me when I needed it, which was often in those days. But they backed me when it mattered too. They saw potential in me before I saw it in myself.Years later, I still find myself asking, "What would they do in this situation?"That's the power of leadership.Long after people forget the quarterly targets or the latest strategy, they remember how a leader made them feel about themselves.Leadership doesn't stop at work We often think leadership only affects business results. But that's only part of the story.When people feel valued, trusted and supported at work, they carry that home. They're more patient with their families. More willing to help others. More confident to speak up. More likely to take opportunities. More willing to become leaders themselves.The opposite is also true.Poor leadership creates stress that doesn't stay in the office. It follows people home. It affects relationships, confidence, health, communities.Leadership ripples much further than we often realise.This is why I believe leadership matters People sometimes describe leadership development as a "soft skill."I couldn't disagree more.Every business outcome still happens through people, despite AI's advances. Innovation. Customer service. Safety. Growth. Trust. Performance. All of it depends on human beings choosing to do their best work together.That doesn't happen because someone writes a better strategy. It happens because leaders create environments where people can thrive.My purpose So when I say Better leaders inspire a better world, this is what I mean.I don't believe better leadership simply creates better workplaces.I believe it creates healthier people. Stronger teams. More resilient organisations.And communities where people leave work with more energy than they arrived with.If we can help one leader become a little more curious... A little more courageous... A little more human...The impact doesn't stop with them, it reaches every person they lead, and every person those people go home to.That's a ripple worth investing in.

Better Leaders Inspire a Better World

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Most leaders don't think of themselves as storytellers.When I ask leaders whether they use storytelling, the response is often: "Not really." Yet when we start talking, stories emerge everywhere.Stories about difficult customers, about lessons learned, about career-defining moments, &nbsp;about failures, successes, mentors, and challenges.The reality is that every leader tells stories in their own way. The question is whether they're doing it intentionally.The most effective leaders don't wait for the perfect story to appear. They build a collection of stories they can draw on to inspire, teach, reassure, influence, and connect.Here are five stories every leader should have ready.<h3>1. Your Origin Story </h3>Why do you do what you do?This isn't your CV. It's the story behind your leadership.<ul><li>What experiences shaped your values? </li><li>What lessons influenced how you lead? </li><li>Why is this work important to you?</li></ul>When people understand where you've come from, they gain insight into who you are and what drives you.This is particularly important when joining a new team. One of the fastest ways to build trust is to share the experiences that have shaped your leadership philosophy. People don't need to know everything about you, but they do need to know something.Example prompts:<ul><li>Why did you choose this career? </li><li>What leadership experience shaped you most? </li><li>What mistake taught you an important lesson? </li><li>Who influenced the leader you've become? &nbsp;<h3>2. Your Failure Story</h3>This is often the story leaders avoid. Ironically, it's often the one teams value most. Many leaders believe credibility comes from having all the answers. In reality, credibility often comes from demonstrating self-awareness.</li></ul>Sharing a story about a mistake, poor decision, missed opportunity, or leadership challenge shows people that learning is valued. It gives others permission to be human. The key is not sharing the failure itself, it's sharing what you learned.Example prompts: <ul><li>What decision would you make differently today? </li><li>What feedback was difficult to hear but important? </li><li>What leadership lesson did you learn the hard way? </li><li>When did things not go to plan? &nbsp;<h3>3. Your Values Story</h3>Many organisations have values written on walls. Far fewer have leaders who bring those values to life. Stories are one of the most powerful ways to demonstrate what a value actually looks like in practice.</li></ul>Instead of saying: "We value accountability." Tell a story about a time someone took ownership in a difficult situation.Instead of saying: "We value courage." Tell a story about a difficult conversation that needed to happen.Stories transform values from words into behaviours.Example prompts: <ul><li>When have you seen this value demonstrated brilliantly? </li><li>When did someone make the hard but right choice? </li><li>What experience taught you the importance of this value? &nbsp;<h3>4. Your Change Story</h3>Every leader is responsible for helping people navigate change.</li></ul>The challenge is that people don't fear change itself, they fear uncertainty. One of the most effective ways to reduce uncertainty is to share stories of previous change.A story that reminds people:<ul><li>"We've faced challenges before."</li><li>"We've adapted before."</li><li>"We've learned before."</li><li>"We'll get through this too."</li></ul>These stories create confidence and perspective.Example prompts: <ul><li>What challenge did your team overcome together? </li><li>When did a difficult change produce a positive outcome? </li><li>What seemed impossible at first but became successful? &nbsp;<h3>5. Your Future Story</h3>This is the story many leaders overlook. People need to understand where they're going. Not just the strategy, but the future.</li></ul>Great leaders help people see what success looks like, they paint a picture of what could be possible. This is one of the reasons visionary leaders are so compelling. They don't simply explain the plan, they help people imagine a better future. A future story creates belief.Example prompts: <ul><li>What will success look like in three years? </li><li>What will customers experience differently? </li><li>What will your team be proud of? </li><li>What becomes possible if you achieve your goals? &nbsp;<h3>Building Your Leadership Story Bank</h3>The best leaders I work with don't have one great story, they have dozens. They collect them, they notice them, they reflect on them and they share them.</li></ul>Every customer interaction, leadership challenge, success, setback, mistake, and lesson becomes part of their leadership toolkit.And its important to remember that great eadership isn't just about sharing information, it's about helping people make sense of information. Stories are how humans have done that for thousands of years.So here's a challenge: Take 15 minutes this week and write down one story for each of the five categories above. You don't need a perfect story. You just need a real one. Because the stories you tell shape the leader people experience.Reflection QuestionIf your team could only remember five stories you've told, what would you want those stories to teach them about who you are and what you stand for?

5 Leadership Stories Every Leader Should Have Ready to Tell

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When we think about leadership skills, we often think about strategy, decision-making, communication, financial acumen, or performance management.Rarely does storytelling make the list.Yet I would argue that storytelling is one of the most powerful leadership skills you can develop.Long before there were books, podcasts, PowerPoint presentations, or company intranets, humans shared knowledge through stories.Stories taught us where to hunt, how to survive, what to fear, and what to value. They passed wisdom from one generation to the next. Around campfires, stories helped communities make sense of the world and understand their place within it.Thousands of years later, not much has changed. Our brains are still wired for stories.We remember stories more easily than facts. We connect with stories more deeply than data. And when faced with uncertainty, stories help us understand what something means.That's exactly why storytelling matters in leadership.<h3>Leadership Is About Creating Meaning </h3>Most leaders spend their days communicating information:<ul><li>The strategy</li><li>The priorities</li><li>The change programme</li><li>The latest results</li><li>The decision that has been made</li></ul>But information alone rarely changes behaviour.People don't just need to know what is happening. They need to understand why it matters.That's where stories come in.A good story can:<ul><li>Turn a vision into something people can see. </li><li>Bring values to life. </li><li>Build trust and credibility. </li><li>Help teams navigate uncertainty. </li><li>Make lessons memorable. </li><li>Create emotional connection.</li></ul>The leaders we remember rarely inspire us with facts alone. We remember the stories they told.<h3>The Best Leaders Are Story Collectors </h3>One of the biggest misconceptions about storytelling is that you need to be charismatic, entertaining, or naturally gifted.You don't. Great leadership stories are often simple.A customer experience. A mistake you made. A lesson learned. A challenge the team overcame. A moment that changed your perspective.The best leaders are constantly collecting stories because they understand that stories help people connect ideas to reality.Stories make leadership human.<h3>Why Storytelling Matters During Change </h3>Whenever I work with leaders navigating change, one challenge comes up repeatedly.The leader feels like they've communicated the message clearly. The team leaves with questions, concerns, and uncertainty. The missing ingredient is often the story. Facts tell people what is changing. Stories help people understand the journey.Steve Jobs was famous for this. Rather than launching straight into features and specifications, he would first paint a picture of the current reality, highlight the frustrations or challenges, and then introduce a new possibility. His presentations followed a classic storytelling structure: setup, confrontation, and resolution. He wasn't simply sharing information; he was taking people on a journey.As leaders, we can do exactly the same.<h3>A Simple Storytelling Framework for Leaders </h3>The next time you need to communicate an idea, try this simple framework:1. The Situation What is happening today? Describe the current reality."We've grown quickly over the past three years, but some of our systems and processes haven't kept pace."2. The Challenge What problem, tension, or opportunity exists? Why can't things stay the same?"As we've grown, decision-making has become slower and communication has become more complicated."3. The Future What does success look like? Help people see the destination."That's why we're introducing a new leadership structure that allows decisions to happen closer to the work and creates more clarity for everyone."This structure works because every good story contains tension and resolution.Without tension, there is no reason to change.Without a future vision, there is no reason to follow.<h3>Start With Your Own Story </h3>One of the most powerful stories a leader can tell is their own.I've seen leaders spend weeks presenting strategies, goals, and plans while missing the simplest opportunity to build trust:<ul><li>Tell people who you are.</li><li>What experiences shaped you?</li><li>What do you value?</li><li>What have you learned from mistakes?</li><li>What can people expect from you?</li></ul>People don't follow job titles.They follow people.Stories help people understand the human behind the leader.<h3>Final Thought </h3>In a world overflowing with information, storytelling is becoming more important, not less.Your team can read the report. They can review the data. They can study the strategy document. What they need from you is context, meaning, and belief. That's what stories provide.Long before we led organisations, we gathered around campfires and shared stories to help each other understand the world.The tools have changed.Human nature hasn't.

The Leadership Skill Nobody Taught You: Storytelling

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Leadership has changed. But not everything from the past deserves to be thrown out.I often hear leaders say things like “that style doesn’t work anymore” when talking about leadership from the 80s and 90s. And they’re not wrong — some of it doesn’t. But I think the real problem is we’ve confused evolution with replacement.The truth is, some old-school leadership traits still matter deeply. They just need to be paired with something that wasn’t always expected back then: empathy and emotional intelligence.<h3>What Old School Leadership Got Right</h3>Leadership in the 80s and 90s was often criticised for being tough, hierarchical, and emotionally distant. Fair call — there were plenty of shortcomings. But there were also strengths we’ve quietly lost along the way.Clarity mattered. Leaders were expected to set direction, make decisions, and be clear about standards. People knew what was expected of them — and what wasn’t acceptable.Accountability was non-negotiable. Doing what you said you would do wasn’t a “nice to have”, it was the baseline. Follow-through built credibility.Resilience was built, not avoided. Work wasn’t designed around comfort. Stretch, pressure, and responsibility were part of growth. Leaders didn’t rush to remove challenge — they expected people to rise to it.Authority wasn’t apologised for. Leaders were allowed to lead. They didn’t poll every decision or outsource responsibility in the name of collaboration.These traits created momentum, confidence, and results. And many organisations are still missing them today.<h3>Where Old School Leadership Fell Short </h3>Here’s the part we can’t ignore.Leadership back then often left little room for:<ul><li>Emotional awareness</li><li>Psychological safety</li><li>Vulnerability</li><li>Inclusion</li><li>Human complexity</li></ul>Feelings were something to “leave at the door”. Burnout was worn like a badge of honour. People were expected to perform regardless of what was happening in their lives.<h3>We now know better — and we expect better.</h3>Leadership Has Evolved (And That’s a Good Thing) Today’s leaders are expected to do more than drive outcomes. They’re expected to lead humans.That means:<ul><li>Understanding that emotions are always present — whether acknowledged or not</li><li>Recognising that trust, safety, and connection directly impact performance</li><li>Being able to listen, not just direct</li><li>Leading through uncertainty, not pretending it doesn’t exist</li><li>Empathy is no longer optional. Emotional intelligence isn’t “soft”. It’s a core leadership&nbsp; capability.</li></ul>And here’s the important bit: empathy does not cancel out accountability.<h3>The Sweet Spot: Old School Backbone + Modern-Day Empathy </h3>The most effective leaders I work with don’t choose between toughness and care — they integrate both.They:<ul><li>Set clear expectations, then genuinely support people to meet them</li><li>Hold strong boundaries, while staying curious about what’s going on underneath behaviour</li><li>Give direct feedback, without stripping people of dignity</li><li>Expect ownership, while recognising humans aren’t robots</li></ul>This is leadership with backbone and heart.Not permissive. Not authoritarian. But grounded, human, and effective.<h3>Getting With the Times Without Losing the Plot </h3>If leadership today swings too far toward comfort and avoidance, we lose momentum. If it stays stuck in outdated toughness, we lose people.The answer isn’t choosing sides. It’s updating the operating system.Keep:<ul><li>Clarity</li><li>Accountability</li><li>Follow-through </li><li>High standards </li></ul>Add:<ul><li>Empathy </li><li>Self-awareness </li><li>Emotional literacy </li><li>Care for wellbeing </li></ul>That’s what modern leadership actually looks like.And honestly? The leaders who can blend both are the ones people trust, respect, and want to follow — especially when things get hard.

Leadership Lens (Blog)

The Art of Staying Curious

Leading in the Age of AI

Better Leaders Inspire a Better World

5 Leadership Stories Every Leader Should Have Ready to Tell

The Leadership Skill Nobody Taught You: Storytelling

Old School Leadership Still Matters — But It’s Not Enough...