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Resources to improve leadership skills

Practical insights and tools to support your leadership development

At Mind Values Leadership, we believe leadership development should be practical, human, and thought-provoking. This blog is designed to provide resources to improve leadership skills, spark new thinking, and encourage leaders to take the brave next step.

You’ll find articles, tools, and reflections drawn from our work with leaders and organisations, helping you navigate the complexity of leadership with greater confidence and clarity.

Case Study: Leading Through High-Growth & Technical Transition

How a UK tech leader scaled from 35 to 100+ employees while shifting from a "start-up" mindset to a mature, high-performance culture.

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Do we really want people to bring their whole selves to work?

“Bring your whole self to work” is one of those phrases that sounds plausible until you stop and really think about it.

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Change Management Part 2: How to make change actually stick

The answer isn’t more energy, more communication, or even better ideas. Instead, it’s a shift in how we think about change itself.

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Change Management Part 1: The big mistakes organisations make when implementing change

When an organisation implements changes, people don’t go back to their old ways because of a lack of effort – change fails to stick because organisations have a natural resting state or equilibrium which is harder to shift.

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How to have an effective conversation in leadership

Performance management: why ‘little and often’ conversations beat box-ticking processes

Managers are busy and calendars are full, so it’s easy to rely on the structure that already exists and have people just work towards their formal review or appraisal. There is a well-developed process in place, and goals can be discussed in detail during that time. But there is a major hiccup there; performance doesn’t happen quarterly or annually, it happens every day.

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What’s on your ‘to-avoid’ list? The thinking time you keep sacrificing

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.

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The leadership skill that builds trust: saying “I don’t know”

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.

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What’s on your to-avoid list? The conversation you keep dodging

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.

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Why it’s time to stop leaving teams to ‘gel’

There’s an assumption within the workplace that teams will inevitably gel over time, and that cohesion, alignment and mutual trust will simply emerge as part of the working process. But imagine hearing in a board meeting that there are major issues with finances, cash flow, or strategy, and the recommendation being that the issue will ‘probably’ resolve itself, rather than rolling out meticulous planning and reviews.

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Development and reflection aren’t indulgences, they’re an imperative

HR professionals sit at the emotional centre of organisations. They hold confidential conversations, absorb uncertainty, manage conflict, and often carry the worries of others long after the meeting has ended. It all culminates in a particular tension I see again and again when working with HR and people leaders; having little or no space to process, recover or reflect, even though these should be non-negotiables in the workplace.

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How ‘structured reflection’ is the superpower behind leadership growth

When it comes to leadership growth, reflection is the one skill that consistently separates those who evolve and those who repeat old patterns. I recently wrote about being aligned in leadership, and how our values can direct us when the pressure is on to make a decision or we feel uncertain.

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Is a sense of ‘belonging’ the hidden driver behind high-performing teams?

Creating an environment where people feel they belong in their workplace isn’t a new idea. When people feel like part of something bigger the benefits are seen at every level of an organisation. But interestingly, I’m repeatedly noticing a subtle shift within teams with groupwork overtaking individual coaching as the desired intervention.

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The Brave Next Step

Latest Podcast Episodes

Why Trust Is Not The Same As Psychological Safety

I look at why trust is really about prediction and risk, how it builds over time, and why leaders need to know whether they are dealing with a trust issue or a psychological safety issue.

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Creating Psychological Safety Under Pressure

Psychological safety, what it really means to create it, and how easy it is for good intentions to land as pressure instead of support.

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The Leadership Skill That Makes Accountability Feel Safer

I unpack the difference between responsibility and accountability, why psychological safety matters so much, and how leaders can accidentally kill accountability through micromanaging, vague expectations or punishing mistakes.

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Why we share these leadership resources

We don’t believe leadership is about having all the answers. It’s about asking better questions, staying curious, and creating the conditions for growth. 

This blog is one way we live out these values, sharing what we’re learning, exploring the challenges leaders face, and offering practical resources to improve leadership skills in your organisation.

Contact us

Emma Canter

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Mind Values Leadership Ltd

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