Taylor Clarke

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 been part of,...

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 dialogue leaders...