Over a few decades, we've had the opportunity to have worked with many different leadership groups. We were privileged enough to have diverse conversations around leadership, one of which revolved around confident leadership. Across various groups and forums, one of the frequently asked questions include: What does it take to really be a confident leader?

Interestingly, we found that many leaders experience or/are experiencing something we call the imposter syndrome. “Am I good enough for this job?”, “Am I making the right decisions at the right time?” “When should I let go and when should I put in more energy?” are very often thoughts leaders regularly struggle with.

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Companies that have a healthy culture can outperform those companies that don’t. The reason why most change programs fail is mostly related to the company’s people and culture. When companies start fostering a healthy culture, it can lead to becoming the ultimate competitive advantage in a world where business models can so easily be replicated.

Simon Sinek says; “Customers will never love a company until the employees love it first.” In this blog we will investigate what organisational culture really is, and how companies can ensure they have the right culture to retain valuable employees as well as increase overall performance.

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All employees globally have been forced to adapt to the “new normal” after the Covid-19 Pandemic shook the world in 2020. Most businesses are adapting to a hybrid work setting, which is characterised by part-remote, part-office schedules. At the end of the global pandemic, we will likely start seeing a new world, with new social norms with far-reaching social and economic destruction. Thus, it is expected that employees worldwide can have various negative psychological consequences from the “new normal” work arrangements.

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