Leadership Matters, London (2026)

13/05/2026

Why Every Group Within Your Team Needs a Different Kind of Leadership

Most managers have an intuitive sense of where their team members sit in terms of performance. There are those who consistently deliver at a high level, a solid core who meet expectations, and a small number who require more support and intervention. What fewer managers do is think deliberately about how to lead each of these groups differently.

Research and lived experience suggest that most teams roughly follow a similar pattern. A smaller group are strong, consistent performers. A larger middle group reliably gets the job done. And a minority are consistently struggling or falling short in a measurable way. The exact proportions vary, and people move between these groups over time, but the pattern itself is familiar.

The challenge for any manager is how best to lead each cohort. Disproportionate energy often flows to underperformance. That is perhaps understandable: underperformance creates risk, friction, and conversations that cannot be avoided. But when most of your attention is pulled to the bottom, two things happen quietly. High performers feel taken for granted, and the large middle group becomes largely invisible. Over time, that imbalance undermines engagement and results.

Balancing the needs of different performance groups requires more intentional allocation of your time and focus.

Your high performers need challenge, visibility, and honesty. The most common mistake with this group is leaving them alone because they are delivering. Strong performers disengage when they stop stretching or feel their contribution is assumed. Involve them in decision-making, challenge them, and be transparent about what their future realistically looks like.

It is also important to hold high performers to the same behavioural standards as everyone else. Results never excuse conduct that damages morale. Tolerating poor behaviour from strong performers sends a clear and corrosive message to the rest of the team.

Your middle majority are your most underutilised opportunity. This group often receives the least deliberate leadership attention, yet small improvements here create the greatest collective impact. Clear expectations, regular feedback, and recognition for solid delivery can significantly lift engagement within this cohort. When certain members in this group are given the guidance and support they need, they often rise to become top performers.

Finally, your underperformers need clarity, support, and honesty in equal measure. Avoidance is a common but damaging response by some managers when dealing with this group. When performance gaps are not addressed, they become accepted. You must be explicit with underperformers about expectations, offer coaching and support to close the gap, and follow through consistently. Some people will improve and move into the middle cohort. Unfortunately, others will not. Distinguishing between the two and acting accordingly is one of the hardest, and most emotionally demanding, parts of management.

One size does not fit all when leading a team of diverse performers. Every group deserves intentional leadership. The key challenge is to ensure your overall attention is balanced across all performance groups within the team.

So, ask yourself: where is most of your management energy currently going, and which part of your team is not getting enough of it?

If you would like to talk about your own leadership development needs, or those of your team, email me at [email protected] to start a conversation.

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12/05/2026

Think back to your last one-to-one meeting. When you sat down to prepare, what did your brain focus on first? If you are like most of us, your mind probably jumped straight to the 'gaps.' You thought about the late shift arrival, the error on the bill, or the service standard that is running slightly behind schedule.

There is a biological reason for this. Our brains are naturally wired with a negativity bias. Thousands of years ago, noticing the one thing that was wrong—like a rustle in the grass—was a survival skill. In a busy hotel or restaurant, that same instinct makes us experts at spotting errors while we remain almost blind to everything that is going smoothly. We treat 'good service' as the expected baseline, so we stop noticing it.

However, when we only speak up to correct or criticise, we unintentionally create a culture of anxiety. Team members start to dread seeing us walk onto the floor because they assume it means they have made a mistake. To change this, we have to intentionally train our brains to see the wins.

Here is a simple three-part framework you can use today to balance the scales.

First, try the 'Catch Them Doing Something Right' challenge. Instead of waiting for a formal review, look for a small, specific moment of excellence. Perhaps a server handled a difficult guest with grace, or a team member organised the prep station particularly well. Recognising these small moments builds trust much faster than one big annual award.

Second, make your praise specific. Saying 'good job' is nice, but it does not tell the brain what to repeat. Instead, describe the exact action and the impact it had. For example, you might say, 'I noticed how you anticipated that guest's needs before they even asked. It made their entire experience feel much more premium.' This gives the person a clear blueprint for future success.

Third, check your 'feedback ratio.' Research suggests that high-performing teams share significantly more positive interactions than negative ones. Aim for a handful of positive observations for every piece of corrective feedback.

I have seen this work because it shifts the energy of a team from defensive to creative. When people feel seen for their strengths, they are much more open to hearing where they can improve. It turns leadership from a game of 'spot the mistake' into a journey of building on what works. It takes effort to overrule our biology, but the payoff in loyalty and performance is worth it.

If you would like to talk about your own leadership development needs, or those of your team, email me at [email protected] to start a conversation.

www.leadmatters.net

27/03/2026

Leadership Compass is an on-shift tool that helps managers strengthen their capability in three practical ways:

• Daily Learning – short, focused videos (2-3 mins) that build leadership skills, every day.
• Standards Playbook – a clear, narrated guide that helps managers understand quality expectations and train their teams more consistently.
• Work Coach – an interactive AI coach that provides instant, expert guidance when they need it most.

20/02/2026

Balance your cognitive budget. Stop Paying the Second-Guessing Tax

Have you ever found yourself staring at an email for ten minutes, wondering if you should use a comma or a semi-colon? Or perhaps you have spent half your morning debating which task to start first, only to realise you have wasted the very energy you needed to actually do the work.

In leadership, we often talk about the financial budget, but we rarely talk about our cognitive budget. Every single decision you make, from what you wear to how you phrase a piece of feedback, costs you a bit of mental fuel. When we over-analyse the small things, we are essentially paying a 'second-guessing tax'. By the time the more important decisions land on our desk in the afternoon, our brains are running on empty.

Our brains are wired to seek certainty, which is why we loop over small choices. We want to be perfect. But perfectionism is just procrastination in a fancy suit. If you want to reclaim your impact, you need to start categorising your choices.

First, identify your 'low-stakes' decisions. These are things that are easily reversible or have minimal long-term impact. For these, set a sixty-second timer. Make a choice and move on. If it turns out to be wrong, you can pivot quickly without much loss.

Second, automate the mundane. This is why many successful leaders wear the same style of clothes or eat the same breakfast every day. It is not about being boring; it is about saving that precious mental energy for the things that truly move the needle for their team.

Third, recognise when you are 'looping'. If you find yourself revisiting a decision you already made, ask yourself: 'Do I have new information, or am I just seeking comfort?' If there is no new data, stick to your original choice.

I have seen this shift work wonders for managers who felt constantly overwhelmed. Once they stopped agonising over the wording of every email or message, they suddenly found they had the clarity to solve much bigger cultural issues within their teams.

Your brain is a high-performance engine, but it has a limited fuel tank. Stop idling in the driveway of indecision and start spending your energy where it actually counts. You will find that being 'decisive' is less about being right every time and more about being efficient with your focus.

14/02/2026

Stop managing your time and start managing your energy

31/01/2026

What Did You Unlearn This Month?

We spend so much time trying to learn new skills, but the real secret to growth is 'unlearning' the habits that are holding us back. As January closes, I’m looking at what I’ve let go of rather than just what I’ve gained. What is one old habit you’ve decided to leave behind this month?

We are officially at the end of January. For the last four weeks, most of us have been obsessed with 'adding'—new habits, new goals, new skills, and new systems.

But here is a truth I’ve realised after years of coaching: real growth isn't about what you add. It’s about what you are brave enough to subtract.

Think about your leadership style this month. Did you find yourself micromanaging a task because 'that’s how we’ve always done it'? Or perhaps you stayed silent in a meeting because you still believe a leader must have all the answers before speaking?

To move forward, we have to 'unlearn' the behaviours that helped us survive our old roles but are now hindering us in our current ones.

Here are three things we could all do with unlearning:

1. The 'Always On' Fallacy: Unlearning the belief that being visible and responsive 24/7 equates to being productive. High impact requires deep focus, not just a green light on Slack.

2. The Expert Trap: Letting go of the idea that you need to be the smartest person in the room. Your job now isn't to have the answers; it's to ask the questions that help your team find them.

3. The Perfectionist’s Shield: Recognising that waiting for a project to be 'perfect' is often just procrastination in a fancy suit. Unlearn the need for certainty and embrace 'good enough to test'.

I recently worked with a manager who was a bit frazzled. We realised he was still trying to do the technical work he did three years ago because he hadn't unlearned the 'doer' mindset to become a 'leader'. Once he let go of that old identity, his team finally had the space to step up.

As you look back on January, don't just list your achievements. Look for the old habits you finally managed to set down.

What is one 'old rule' you realised doesn't apply to your life anymore?

💬 If you would like to talk about your own leadership development needs, or those of your team, email me at [email protected] to start a conversation.

30/01/2026

When the pressure is on, your team isn’t looking at the plan—they’re looking at you.

How to Be the Calmest Person in the Crisis

When a major project hits a snag, a key client is unhappy, or the systems go down on a Friday afternoon, the air in the room (or the Zoom call) suddenly feels heavy.

In these moments, your team is doing something instinctive. They are 'scanning' you.

Neuroscience tells us that humans have 'mirror neurons'. We subconsciously pick up on the physiological cues of those around us. If you are frantic, checking your watch, and speaking in clipped tones, your team’s cortisol levels will spike. They stop thinking creatively and move into survival mode.

I like to think of a leader as an 'emotional thermostat', not a thermometer. A thermometer simply reflects the temperature of the room. If it’s heated, the thermometer gets hot. But a thermostat *sets* the temperature.

And when your responses to crises become predictable, meaning you always stay calm, then that helps your team because they can 'predict' how you will likely respond. But when you are unpredictable as a leader, that makes them anxious as they have to scan more closely to see will they get the calm you, or crazy you.

Here is how you can set the tone when things go sideways today:

1. The Five-Second Pause
Before you respond to the 'crisis' email or jump into the emergency meeting, sit still for five seconds. Breathe. It signals to your nervous system that you aren’t being chased by a predator. That stillness is contagious.

2. Lower Your Pitch and Pace
When we are stressed, our voices tend to get higher and faster. Consciously slow down your speech. Use a calm, steady tone. It’s a physical cue that says, 'I am in control of myself, which means we can be in control of this situation.'

3. Focus on the 'Next Best Step'
In a crisis, the big picture is overwhelming. Narrow the focus. Ask the team: "What is the one thing we need to do in the next hour?" This moves the brain out of panic and back into problem-solving.

I’ve seen this work in large organisations and tiny startups alike. When the leader remains the 'coolest' person in the room, the team finds their feet much faster.

Your energy is a choice. Today, choose to be the thermostat.

Does your team tend to mirror your energy during a crisis, or have you found another way to keep the peace?

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💬 If you would like to talk about your own leadership development needs, or those of your team, email me at [email protected] to start a conversation.

23/04/2025

Understanding the Inner Game Model

23/04/2025

Have you heard of the Inner Game Model by Tim Gallwey?

Leadership Matters

13/05/2026

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