The mantra of work these days is to do more with less, which means companies are hyper-focused on hiring and fostering highly productive employees. What companies should really be striving for is authentic, true employee engagement with a culture that supports it.

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Competing and winning can be very satisfying and even just taking part is often a terrific experience. “Competition brings out the best in people,” or so the adage goes. But what if the culture of your workplace was all about competition? 

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Organisations who courageously confront the challenges of the 21st century will survive, thrive, flow and flourish by developing an organisational culture that interprets and applies failure as a manifestation of exploration and learning, rather than trying to avoid or out-think it!

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Leader development includes getting to know self, confronting the shadow side, and facing ourselves. This is no small task but neuroscience shows that what has been hardwired can be rewired.

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The business case for creating a trustworthy culture continues to be made, yet, it is rarely acknowledged let alone implemented. It not only requires leadership acknowledgement but also the acceptance and application of the essential principles upon which a foundation of trust can be built.

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If you put age and religion aside, a person’s ability to deal with uncertainty depends not so much on the external circumstances, but on what they make of the circumstances in their thinking. Our thoughts create our experience of life.

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