We hope you, like us in Taylor Clarke, are able to take a summer break and take some time out to rest, renew and re-energise.

The recent pandemic years have concertinaed changes that would normally have taken years into months. Projects that business leaders' thought were not possible were found to be possible after all due to the amount of collaboration that took place, a bit ironic given most team members were remotely located. Productivity increased as people had more time due to less travel and shorter meetings. Many companies were checking on their employees’ wellbeing for the first time, makin

By William McKee, Principal Associate Consultant, Taylor Clarke Agile… It’s a great little piece of linguistics. Why? Because the antonyms are so unattractive. What’s the opposite of Agile? I have to pause and think about how to put a positive spin on it, steadfast maybe? The double-edged sword of great linguistics is that as everyone jumps aboard the hype train it can become all things to all people. Of course, leaders need to be agile, 2020 so far has been the ultimate adve

In this blog I want to think out loud a bit more about reflective practice for leaders, look at how we might overcome some of the things tha

My Crossing the River of Rapid Transition model is a memorable ‘top-level’ visual image which is helping organisational leaders

By Anne Houston, Senior Associate Consultant Are we in a battle or a war? Who or what is the enemy and what will victory look like? How does the VUCA leadership model (developed originally by the US Army in response to the Gulf War) offer insights on what we need to draw on as people and as leaders in this current crisis? COVID-19 definitely meets the definition of a VUCA environment; V olatile, U ncertain, C omplex, A mbiguous. In responding to this external environment, Joh

Written by Taylor Clarke Senior Associate Consultant Mark Adderley Let’s admit it, we have all watched The Apprentice, and thought about the leadership style on display: cut throat,; competitive; determined and harsh, and wondered “does it work in reality”, or “can I be like that”? And we have seen some harsh and aggressive behaviours from those affected by COVID-19. Or maybe some of us think, “I can’t be like that I’m just not able to have the hard conversations, I am just

By Clive Martlew, Senior Consultant I’ve been reflecting on how to best support my community of OD and leadership development professionals and worrying a bit about how those of us who work on leadership development can be helpful at the moment. We’re in a time of radical uncertainty. Our leadership skills, assumptions and values are all being challenged. Not just at work but in our personal and family lives. It’s a time of anxiety but also, potentially, a crucible for learn