I explore the idea of “magic words” — phrases we treat as if they instantly change a situation — and why leaders shouldn’t fall for them. Drawing on fantasy stories where magic requires rules, triggers, and consequences, I explain how certain workplace words like please, sorry, and work-life balance are often used as conversation-enders rather than starting points. While words matter and give us insight into intent and understanding, they are not spells that automatically fix problems or resolve expectations. The real work is to keep listening, keep asking questions, and understand what sits behind the words, rather than assuming that saying the right phrase moves us from problem to solution.
This episode delivers a practical HR lesson on decision-making, arguing that HR’s role is not to make decisions but to ensure decisions are made well by identifying risks and variables. It distinguishes bad decisions from risky ones, explaining that a bad decision is not simply one with a poor outcome, but one that was flawed based on what was known at the time—rather than judged through hindsight. Risky decisions are inevitable whenever outcomes depend on variables, and they are not inherently bad; the real problem is unanticipated or unknown risks. The focus for HR, therefore, should be on surfacing known and unknown variables, closing awareness gaps, and “setting the table” so managers can clearly see the possible consequences of each option. Managers must own the decisions, while HR’s responsibility is to prevent bad, risky decisions by ensuring risks are recognised, understood, and consciously accepted rather than discovered after the fact.
This week we talk about the “flawed mentor” — that Gandalf/Dumbledore/Merlin figure who guides us… until the moment their limitations show us it’s time to grow up and step out on our own. Then we flip that archetype onto real-world management. Why do the models that help new managers eventually hold experienced ones back? And how has the well-meaning push toward nurturing, supporting, and “cheerleading” accidentally discouraged everyday correction, early feedback, and the small course-adjustments that prevent big problems later? If you’ve ever felt the tension between being supportive and holding people to account, this episode shows you where that comes from — and what to do about it.
This episode examines how hype often outpaces reality in business, using WeWork, Bodega Boxes, and Theranos as examples of ideas that generated enormous buzz but couldn’t deliver on their promises, then applies Gartner’s hype cycle to show how new concepts move from excitement to disappointment before settling into their true value. You use this lens to question whether the shift from “HR” to “People & Culture” represents real change or just a rebrand, concluding that the answer varies by organisation and may be more hype than substance, especially since the underlying administrative and compliance work hasn’t disappeared. Ultimately, you argue that if workplaces want genuine improvement, they must change their practices—not just their job titles.
In this episode, I weave together a story about two five-year-olds, Tracy Chapman’s Fast Car, and the Dunning–Kruger effect to explore why some people feel and understand things they can’t yet explain—and why, in the workplace, we so often mistake confidence for competence. From the beauty of a song you have to experience yourself to the quiet experts sitting at the bottom of the curve, this episode looks at why the loudest voices aren’t always the wisest.
What would future beings think of us if humanity suddenly disappeared? That’s a thought experiment I dive into in this week’s episode — and it leads somewhere far more relevant to our everyday lives than you might expect. If humans vanished tomorrow and were rediscovered centuries later, what story would our civilization tell?Would they think chocolates, perfume, and watches were pillars of our culture because every airport on Earth displays the same things? Their conclusions would come from an imperfect sample of our world — and much of it would be wrong. And that’s where the episode takes its turn.Because we do the same thing right now. We mistake simulacra — distorted reflections of reality — for truth; Tourism ads, Airport terminals, Instagram influencers living their “best life.” Even HR advice on LinkedIn (the irony).These things look true, they feel true, but they’re often simplified, polished, edited, or curated versions of reality. The real skill? - Not falling for the illusion. - Not confusing a glossy snapshot for the full picture. - Training yourself to ask: “This seems true… but when might it not be?”I also tackle a question I sometimes get: “Is this too much for your audience?” My answer is always no- I’m not here to give victory laps for what you already know — I’m here to stretch you. To treat you like smart, capable thinkers who can handle nuance and complexity.
Punishment stops bad behaviour. Rewards start good behaviour. It sounds simple — but it’s one of the most misunderstood ideas in management.In this week’s episode, I dive into the psychology behind carrots and sticks — why punishment can create compliance, but never growth, and how small, genuine recognition can completely shift a team’s culture.I also share one of my favourite tools: the chocolate fish policy — a lighthearted but powerful way to help managers recognise and encourage positive behaviour without the complexity of big rewards.Whether you’re in HR or managing people day to day, this one’s about using the two tools every leader needs: how to stop what you don’t want, and how to grow what you do.
A lot of the time in HR, we don’t actually have power — we have influence.And the most effective kind of influence often comes from calmness.In this week’s 12-minute HR lesson, I share a story that started with a car accident (literally, half an hour before recording!) — and ended with a lesson about leadership, composure, and how to take charge when no one’s in charge.We unpack:-What it really means to be “in charge”- What calmness looks like in action (even when you’re paddling like mad underneath)- How to assert influence through tone, timing, and clarity — not volumeBecause sometimes the most powerful person in the room… is the calm one.
Ever felt stuck in HR, waiting for the business to tellyou what to do? In this week’s 12-minute HR lesson, I unpack how “TheRemains of the Day” taught me everything about managing up,anticipating needs, and making your HR strategy actually matteIt’s less about doing what you think is right, and more about knowing what the business truly needs before they even ask.Are you a Mr. Stevens or a Mr. Faraday in your organisation?
This week's podcast: the secret sauce of sampling.Today I’m channelling my inner grumpy old man. We interview. We personality-test. We talk endlessly about “fit.” But we rarely ask candidates to actually do the work. Work samples — small, simple, real-world tests — are one of the strongest predictors of job success, and yet almost no one uses them.But the lesson isn't really about that. I’m challenging habits- our own, and our following ours habits because that's what most people do. Why we interview the way we do. Why we trust data that feels scientific but isn’t. And why the secret sauce you’ve been missing might be as simple as saying: “Show me how you’d actually do it.”Curious? let's go.
There’s an old saying: “Dissecting jokes is like dissecting a frog. No one laughs—and the frog dies.”In this week’s 12-Minute HR Lesson, I’m unpacking what comedy can teach us about risk—and why playing it too safe can quietly kill your organisation’s growth.
How is a dinosaur like a piece of legislation? The lesson of Jurassic Park is chaos theory; life is too complicated to be fully accounted for by any system. It's the same with the law. The new holidays act reform will be big improvements but don't expect a perfect fix, because that's impossible.
This week's episode: Low-hanging fruit.You've written the policy, you've launched it, you've had the awareness day, you've posted the photos of people smiling in bright coloured t-shirts. You've plucked the low-hanging fruit. Now what? The problem with low hanging fruit is that it can't be picked twice. There's more work to do, and it's harder to reach, harder to get, and with smaller gains. But gains can't be made by doing the same things again and again. Curious? let's go:
This week's podcast: Home again.How can an iconic song give you insight into your workplace language? In broad vague sloganistic safe phrases? Love as topic of music has become so generic that we cease to hear the words. But what about songs about home?
Too much of HR is treated like internal marketing.- Convincing people everything is fine.- Selling the “isn’t our company great?” message.But what if HR is closer to engineering than marketing?Think about an engineering manager in a factory. Their job isn’t to make machines look good in company colours — it’s to keep the line running.- Fix breakdowns quickly.- Do preventative maintenance before things fall apart.- Focus on uptime and performance, not appearances.Now imagine HR the same way. We’re here to…- Fix people problems when things break down.- Do preventative maintenance through pay, benefits, and development.- Keep the organisation running smoothly.Not flashy. Not lemon-yellow conveyor belts. Just practical, focused, and essential.So here’s the challenge: Are you running HR like a marketing manager… …or like an engineering manager?
HR, the law… and the Hulk?In this week’s 12-minute HR lesson, I talk about what the Hulk can teach us about managing power at work.As managers and HR professionals, we often fall into the trap of seeking agreement. But sometimes, the real superpower is knowing when to listen, when to decide, and when to move on.This isn’t about recklessness—it’s about using power wisely.
Why was Whitney Houston one of, if not the greatest? How were her live performances of 'The greatest love of all' some of the best live performances? How understanding skill vs talent helps us build better teams.
Management is hard and unpleasant, and many shy away from the unpleasant parts. But it has to be done, because systems only work if everyone pulls their weight. This lesson talks about the pressures that management places on the manager, and the managee.
We rattle off the term 'best practice' all the time, but is it true? Is there a 'right way' to do things in all situations? Let's discuss.