Emma Canter 
The final blog in our three-part series looking at what leaders put off, often to their detriment, looks at something that sounds almost ironic for senior leaders: thinking time.
I’m joined by Steve Hoblyn for a thoughtful, honest conversation about leadership, mental health, and what happens when life forces us to stop pretending we’re fine.
From guilt and escalation to subtle pressure to revert to old habits, I unpack why resistance is part of the process and how holding your nerve can ultimately create healthier teams, prevent burnout and drive real cultural change.
In this episode, I talk about input gates, output gates, scope creep, and the uncomfortable but necessary negotiations that define great leadership.
This is the second blog in our three-part series exploring what ends up on leaders’ ‘to avoid’ lists. Saying “I don’t know” is high on that list, but ironically it can also be the most powerful three words a leader uses.
In this episode, I share a simple systems theory lens to help you think about rigid boundaries, overly permeable ones, and what a healthy, semi permeable boundary looks like in practice.
An uncomfortable truth we see repeatedly in coaching conversations is that what leadership avoids shapes company culture. Avoidance isn’t neutral; it creates an ‘under-the-surface’ contribution to team norms, psychological safety, performance, and trust.
Jenny shares her journey from big corporates to running a design and innovation business, and why she never actually set out to become a CEO.
I reflect on how our earliest experiences of care and survival shape the way we relate to dependency as adults, and how those patterns quietly show up in leadership, teams, and organisations.
This episode came straight from real life. As I watched my son move from dependence to independence, it made me pause and reflect on how dependency shows up in leadership and in the workplace.