or many leaders, the expression of how they really feel at work is often leaked in unhelpful ways through gossip, furtive glances, sighs and clumsy attempts to move on and brush over the feelings in the room. The problem is that the option of leaving your emotions at the door when arriving at work is not possible, and worse still, as a strategy, it simply does not work.

Following our first Big Conversation session , we knew we were leaning into more uncomfortable territory for our second session. The invitation posed a challenging question:    In a world where avoiding uncomfortable truths is easier than naming them, how do leaders interrupt wilful blindness and build cultures that confront harmful behaviour, honestly, collectively, and courageously.     What followed was one of the most thoughtful, searching leadership conversations I’ve be

Written by Bonnie Clarke, Taylor Clarke CEO Over the years, Jamie Livingston and I have shared many conversations about purpose, leadership, and the kind of organisations we want to build. Our paths have crossed often, through work, shared values, and a common belief that business can and should be a force for good. For some time, we’d spoken about doing something together that reflected that belief, something that went beyond transactional networking and created the kind of

We recently worked in partnership with a public sector agency to support their staff to build an understanding of the importance of emotional intelligence and develop their skills to enable them to build and maintain healthy and effective working relationships within their teams and externally with stakeholders and clients. 

Leadership has never been just about making decisions and, here at Taylor Clarke, listening to the challenges our clients tell us about we know that it’s no longer enough to rely on past experience, technical knowledge or expertise.

The speed, scale, and sustained nature of organisational change is an ever-present challenge. It is unlikely to slow down anytime soon, which means that building our personal resilience as we navigate continuous change is more important than ever.

Reflections from Taylor Clarke’s July ‘Let’s Talk’ event Photo by Imagine Buddy  on Unsplash At Taylor Clarke, we’re passionate about conversations that matter, conversations that shine a light on the real issues shaping people, performance, and potential at work. That’s the spirit behind our Let’s Talk  series: interactive conversations where we explore the big questions that leaders, HR professionals, and learning partners are grappling with. Our most recent session focused

Effective communication during organisational change is a vital part of helping people navigate through the change.   In this blog, I explore how use of a shared language can help ensure communications land well and how it can also reduce the danger of folks getting lost along the way. In my previous blog, “Stuck in the middle with you”, I mentioned the constant background soundtrack I have in my head sharing there, how conversations/thoughts will result in a different song

As the world of work continues to evolve, one truth is becoming clear: hybrid working is no longer just a trend; it’s a transformation. For forward-thinking CEOs and HR leaders, the opportunity is no longer about whether to “allow” hybrid work, but how to lead through it.

Having a carefully planned strategy for communicating during change is a vital part of taking people on the journey.

Mentoring is a powerful tool for professional and personal development. At Taylor Clarke’s recent Let’s Talk Mentoring session..

In today’s fast-paced business landscape, finance teams are expected to do more than just crunch numbers.