Category: Leadership lessons

This category is for reflections on existing practice.

5 ways to add some Taylor Swift sparkle to your leadership approach

As Christmas is almost upon us and the wind down is very much underway, I have kicked off my Christmas consumption a little early, tucking into my box of chocs and cosying up under my heated blanket on the sofa to start the TV viewing. 

There is nothing I like more than music and sparkle so what could be better than the Taylor Swift docuseries on Disney+, followed by both the Eras Tour recording AND the final show?!! This is absolute pop heaven and has added some extra sparkle to my Christmas holiday before it has even started.

For a sequin-loving glitter fan like me, this is joyful, unapologetic indulgence and the perfect way to round off 2025. It also has the added bonus of being a complete guide to leadership that combines people and performance to achieve record-breaking results.

If you need convincing, I’d say the numbers speak for themselves. The Eras Tour became the highest-grossing concert tour in history, surpassing $1 billion in ticket sales and rewriting the record books. More than 10 million tickets were sold worldwide, filling stadiums night after night. And beyond the venues, the tour generated billions in economic impact for host cities, boosting local transport, hospitality and small businesses – a phenomenon economists dubbed “Swiftonomics.”

The impact is undeniable and it offers five powerful leadership lessons we can all draw on to elevate performance in our own teams.

1. Representation creates belonging

Taylor Swift is intentional about who is on her stage. Her dancers are diverse and that is no accident. She wanted her audience to see themselves reflected in the people performing alongside her and she has delivered. She celebrates everyone in her dance team, even encouraging someone back from retirement to be part of the squad. The message is clear: everyone belongs and everyone’s contribution matters.

Leadership lesson: belonging doesn’t happen by chance; if it exists, then this is by design.


2. Great leaders see the whole person

In motivating others, Taylor speaks to people’s journeys. She acknowledges the ups and downs, the challenges they have overcome and the hard work and determination it has taken to get there. This is leadership that recognises effort as well as outcome. When people feel genuinely seen, they bring more of themselves to the role.

Leadership lesson: people don’t give their best when they feel managed, they give it when they feel understood.

3. Appreciation builds loyalty and trust

Gratitude shows up consistently, through words, actions and meaningful recognition. Taylor publicly thanks those around her and famously gave everyone working on the tour, including drivers, a significant bonus in recognition of their contribution. This isn’t performative. It’s thoughtful, fair and values-led.

Leadership lesson: recognition is a valuable tool and leaders should make their people feel seen and appreciated.

4. The strongest leaders are part of the team

Taylor is clear about her role as leader. She sets the standard, the boundaries and the direction. But she doesn’t place herself above the team, she works within it to create something special. This balance of authority and humility builds trust and collective ownership.

Leadership lesson: leadership is not about standing apart, it’s about taking responsibility within the group.

5. People and performance are not opposites

Taylor Swift is unapologetically ambitious. Standards are high, preparation is intense and excellence is expected. But this focus on performance is matched with care, rest and recognition.

Compassion is not a weakness here, it’s part of what enables world-class results. The outcome is a show that connects deeply with its audience and leaves people changed by the experience.

Leadership lesson: high performance is sustainable when it is rooted in care.

Final thought

Perhaps the real lesson is this: leadership doesn’t have to be loud, harsh or hierarchical to be effective. When people feel seen, valued and part of something meaningful, they don’t just perform – they shine.

Wishing you all a happy Christmas and very sparkly 2026.

3minuteleadership.com 

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From Fear to Freedom: Unlocking Your True Potential

What if fear of failure is the only thing standing between you and the life you actually want?

How many of us are afraid to put ourselves out there because we don’t want to fail? It’s a real dilemma – we don’t want to try something and look stupid so we can often just play it safe and stay in our lane. But progress and change require something different. It’s true that ‘outside of our comfort zone is where the magic happens’. So how can we build the courage and confidence to try?

In Amazon CEO, Andy Jassey’s top tips for success, he lists ‘don’t be afraid to fail’ as essential for invention. Inventing or re-inventing yourself is as important as anything else. Life has many chapters and we may need to invent ourselves many times. The key to pushing through a fear of failure is resilience and for me, a major part of resilience is learning.

Over the last couple of years, I have been going through my own reinvention with seismic shifts in my personal life leading to an adjustment in priorities. When this transition really hit a crisis point, I felt that my personal brand had fallen flat and I needed to really dig in to redefine my vision and goals.

It pushed me to develop my own consultancy offer and share my ideas with the world which is certainly outside of my comfort zone. There has been lots of trying new things and learning as I go. I’m very much on board with the idea that it is ‘better to ship passion than wait for perfection’ which is hard but I know that over time the approach will develop and whatever I do now, will transform gradually to become the final product.

Brené Brown puts Roosevelte’s ‘Man in the Arena’ quote at the heart of much of her work on vulnerability and I keep this close as I try new things. It basically says that the one who tries will either know the triumph of high achievement or ‘at the worst, if he fails, at least fails while daring greatly’ – the idea of this makes it much easier for me to push through the barriers.

Why are we afraid to fail? For many, failure connects to their self-worth and self-esteem. It’s the nervous system warning you of a threat and we want to avoid the shame and embarrassment of not achieving our goals.

Here are 3 things we can do to overcome the fear and remove barriers to success:

  1. Build a deep sense of self-worth – really work on you and know who you are. Focus on finding stability within yourself and understanding your worth on your own terms, not based on the validation of strangers.
  2. Identify what you are afraid of – consider what it is you want to do and identify what you are afraid of. Consider how likely it is that these things will happen, how others might perceive the ‘failure’ (it is often not the way you think!) and what you can put in place to reduce the risk of things not working out.
  1. Focus on the learning – think through in advance what you can learn if it doesn’t go exactly as you planned. Manage your expectations and consider next steps so that you can build or pivot if you don’t achieve your ideal outcome.

I’ve seen many people miss out on opportunities because they feel the fear and let it dominate their actions so whatever it is you dream of, consider how you can just get started and ‘do the thing!’.

Have you let fear hold you back? Or have you been able to learn from failure? I’d love to hear your story! Drop it in the comments and let’s learn from each other.

Image: Pete Linforth from Pixabay

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3 Minute Leadership: Focused Insights for Modern Leaders

In 2016, as an ambitious, aspiring leader, someone asked me if I had ever considered starting a blog. It wasn’t the first time I’d heard this suggestion, and I responded with a face that said everything! When pressed to explain, I said, “All I can think to write about is leadership and governance.” 

Hearing those words out loud was a lightbulb moment! And that’s when 3 Minute Leadership was born.

Since then, I’ve shared my thoughts on leadership, drawing inspiration from everyday experiences—whether it’s unpacking leadership lessons from a TV show or reflecting on my own learning journey. My aim has always been to provide inspiration and ideas in bite-sized chunks that you can read and apply in 3 minutes or less.

At its heart, 3 Minute Leadership promotes a modern, inclusive, people-centered approach to leadership—one that empowers and inspires individuals to make a meaningful difference.

Nearly a decade later, I have decided to build on what I have achieved so far and offer practical support to leaders and organisations. This includes a number of unique programmes created with the goal of developing leaders and creating organisational cultures where everyone can thrive.

Find out more about our support for organisations and individuals or contact us for further information.

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Is Happiness Your Organisation’s Untapped Superpower?

A Chief Executive once said to me ‘I don’t believe in happiness at work’ and I thought ‘that’s a shame because happiness truly can be a superpower’.

On average, people spend 3,515 days at work which is about ⅓ of your life. Imagine if those days are miserable. That creates a lot of stress and unhappiness which impacts everything in your life such as relationships with friends and family. We’ve probably all had those jobs where we have to drag ourselves into work and a day feels like a lifetime in itself.

Now, imagine creating a workplace where people are happy. Just writing about it, I can feel my vibration lift to an energy that allows success and achievement. So, what if true happiness at work is the key to long term success?

The fact is, there are two types of happiness and the first one, hedonic happiness is the type that is very short lived.It’s the kind you get from a party. Like a caffeine or sugar boost, it picks you up and throws you back down fairly quickly. It’s the dopamine hit you get from a new email or a LinkedIn notification. It’s pretty meaningless and about instant gratification. We all feel it because it’s built into modern workplace tools with a constant influx of information.

Eudaemonic happiness is the type we need to strive for in all parts of life and has very high value in the workplace. It’s the kind of happiness that lasts. It’s about satisfaction and fulfilment. It’s the happiness we feel when we are connected to our purpose. It’s the type that sustains and keeps us going.

I’m sure we have all heard the saying ‘find a job you love and you will never have to work a day in your life’. What I say to my teams is ‘I appreciate that work will never be your top choice of how to spend your time when compared with family or a sunny beer garden, but how can I make it the second best place to be?’.

I want to be happy at work and enjoy my time and I want everyone else to have that too. My best workplaces have felt like home and I have been equally happy spending my time there.

The evidence is clear that happy people achieve more. They are positive, optimistic and believe in themselves and each other. Gallup’s 2024 report found that happier employees are up to 17% more productive. 

Happy employees are more likely to be engaged in their work, feel a sense of purpose and are motivated to go the extra mile.  They have better ideas, offer a better service and have high levels of resilience.

What should leaders aim for in boosting happiness at work?

  1. Connect people to purpose – when people understand their role in delivering the vision and are clear about the difference they are making, they will be more satisfied and motivated.
  2. Inspire growth – learning is key to motivation and boosts resilience. Consider how you can provide opportunities for learning and inspiration for your teams.
  3. Create a sense of belonging – that feeling of home that I described comes from a deep sense of inclusion and belonging. Cultivate that and you will be on the path to happiness at work. 

The fact of the matter is that the CEO who didn’t believe in happiness, wasn’t happy himself. It limited performance in the organisation and led to a high turnover of colleagues.  If he had embraced happiness, I think he would have been more comfortable with his own vulnerability and created an environment where colleagues could try new things, laugh in the face of failure and really appreciate success.

Imagine how your workplace could thrive if happiness became a priority. Give it a try and let us know how you get on.

Image: This_is_Engineering from Pixabay

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Can You Ever Be Too Senior to Be Playful?

Recently, I attended a course for senior executives focused on people-centric change. To my delight, at the end of the session, the course leader introduced an improv game.

Improvisation is something I’ve been exploring because of its value in fostering creativity and flow. But not everyone shared my enthusiasm – some refused to join in, missing the point entirely. Perhaps they saw it as frivolous or worried about looking silly in front of their peers. Maybe a better introduction would have helped them see the benefits of this approach.

But here’s the thing—playfulness isn’t just for children. It’s a powerful tool for innovation, problem-solving, and connection. It can relieve stress, improve brain function and increase energy.

Some of the most effective leaders I know create environments where curiosity and experimentation thrive.

Eager to find out how improv could be applied in leadership, I signed up for a six-week course. I can’t say I’ll ever be an improv genius (some participants were incredible!), but stepping outside my comfort zone gave me new insights into how playfulness can unlock creativity and strengthen teams.

What Improv Taught Me About Effective Teams

  1. Building on ideas – The core principle of improv is “yes, and…” Instead of shutting down ideas, you expand on them. Imagine how different meetings would be if we all did this more!
  2. Active listening – You can’t build on ideas if you don’t truly listen. To listen actively is to pay full attention to the person speaking, understand their perspective, and respond thoughtfully. In improv, missing a single word can throw off an entire scene. In leadership and team work, failing to listen can mean missing opportunities for collaboration and innovation.
  3. Unleashing imagination – There’s something beautiful about tapping into creativity. As children, we do this instinctively; as adults, we often lose sight of this wonder. Yet, in business, creative thinking is invaluable – whether solving complex problems, inspiring teams, or developing fresh strategies. A global study found that 96% of survey respondents agree creative ideas are essential to an organization’s long-term success and performance so its seems worthwhile for leaders to explore their playful side.

Why This Matters for Leaders

Too often, leadership is associated with seriousness. But the best leaders know when to bring a sense of fun. They encourage exploration, create psychological safety, and make room for unexpected ideas. Some of the big corporate firms use improv techniques to spark creativity – Google famously uses “Yes, and…” exercises in team meetings. Pixar has storytelling improv sessions. These organisations understand that playfulness isn’t a distraction—it’s a catalyst for innovation.

There are plenty of great improv games available online, many of which can be done in person or virtually. They’re fantastic for energising teams, lightening the mood, and bringing creativity into problem-solving. Session Lab is a great place to look if you want to explore some new ideas.

So, can you ever be too senior to be playful? I don’t think so. If anything, the higher up you go, the more important it becomes.

Have you ever tried improv games with your teams? How did it go? Share your experiences in the comments below.

Image by Maike und Björn Bröskamp from Pixabay

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The Meritocracy Myth: Who Really Gets Ahead?

With Trump making a stand against EDI policies in the US, this has been a topic of conversation amongst leaders and HR professionals in the UK. 

At first, I wondered if it would have an impact on this side of the atlantic and it is now clear that it draws out the opposition very quickly.

As I’ve seen for many years, those affected are amongst the first to say that they want to be appointed on merit and who would disagree? The issue is that many don’t recognise how this has been happening for men forever.

Maybe this has changed today but only because the rise in commitment to EDI has ensured that systemic barriers are better understood and removed to level the playing field.

What is meritocracy?

Meritocracy is the idea that an individual’s success should be determined by talent and effort. Those from under-represented groups commonly say that they want to be recruited because they are the best at the job and of course, that should be the case.

However, that view fails to recognise that merit is subjective and can be clouded by economic advantage. If you are looking to recruit a junior accountant, for example, you might have a choice between someone who has demonstrated academic excellence but has had to work in non-related roles to support themselves and/or their family.

The other candidate may have average grades but was connected and wealthy enough to secure an unpaid internship overseas. Without awareness and policies, you are likely to find yourself appointing the candidate with the most relevant skills and experience but that is based on privilege, not merit.

It begs the question – what is merit? Who is deciding? And how can we prevent privilege from clouding to process?

The concept – meritocracy – was first introduced by Michael Young in the 1950’s and originally referred to ‘a critique of a system in which the elites define merit narrowly so as to protect their position at the top of society’. 

A 2021 survey revealed that in the UK, the perception is that hard work and ambition are the most important things for success but in reality, the evidence suggests that the link between merit and success is tenuous.

The research shows that society is far from being meritocratic. In fact, external factors influence individual success from before they are even born. The disadvantage starts early and continues into adulthood. 

How can we create a level playing field?

When I set out to diversify my team, I noticed we were hiring the “usual suspects.” We were offering good jobs in a diverse community, yet few local candidates applied. Why?

Through research and conversations, I realised the talent was there—people with the right skills simply weren’t seeing us as an option.

Here’s what changed:
✅ We reworked job descriptions—not just generic “commitment to EDI” statements, but specific language reflecting the communities we serve.
✅ We rethought merit. When faced with one candidate who had textbook knowledge but no application experience and another with deep lived experience—who was truly more qualified?

Final Thought

Merit isn’t as objective as we like to think. If we take it at face value, we risk reinforcing privilege. But by questioning how we define and measure it, we open doors to real talent.

How do you define merit? Have you seen privilege at play in recruitment or career progression? Let’s start a conversation – share your thoughts in the comments below.

Image by Gerd Altmann from Pixabay

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Behind Closed Doors: The Invisible Costs of Care for Women

Research from CIPD shows that nearly half of the 3 million working carers in England and Wales struggle to balance work and care, with a quarter considering leaving their jobs. As more women are delaying motherhood, “sandwich carers” juggling childcare, elder care, and work are growing in number with many experiencing mental ill-health. Figures show that 51% of sandwich carers are aged 45–64 – also the menopause red zone. 

A Personal Story
When my dad passed away in 2022, I became my mum’s carer while raising my 4-year-old son. Living 160 miles apart, I frequently had to choose who to be with – and I couldn’t choose my child.

Things came to a head before Christmas when my mum had a fall. She lay in the driveway until discovered by a passing window cleaner and was taken to A&E by a neighbour.  She was discharged after eight hours, with no consideration of whether she could manage at home—she couldn’t.

Despite an emergency care package, the burden of overnight care fell on my niece, who was called 5–6 times a night. When I arrived, the situation was unsustainable. Night-time care for my mum was quoted at £1,700 a week—contrast this with the £81.90 carers’ allowance for family carers.

This financial inequity is a bitter pill to swallow. Family carers support out of love, but that love comes at a high price: sleepless nights, lost income, and emotional burnout.

The Cost of Caring
Balancing work and care often forces women to reduce their hours or leave work altogether. A typical day might look like this:

  • Childcare: 4–5 hours
  • Work: 7.5 hours
  • Sleep: 7 hours
  • Commuting: 2 hours

It leaves little room for elder care, especially as most support services operate during office hours. Women already shoulder the bulk of unpaid domestic work, so it’s no surprise they’re 7x more likely than men to leave work entirely due to caregiving responsibilities.

What can employers do?
Employers can ease this burden by fostering a culture of understanding and flexibility. Here are key steps they can take:

  • Awareness: Gather data on carers and use it to advocate for policy changes, learning from your teams and amplifying their voices.
  • Training: Train managers to understand carers’ unique challenges and set up systems that allow carers to notify them of caring demands.
  • Leave: Offer paid carers’ leave to prevent financial strain and demonstrate that the workplace values both its employees and their caregiving responsibilities.

The UK care system relies heavily on the unpaid efforts of family members, predominantly women. We need systemic reforms that value carers’ contributions, both at home and in the workplace.


Supporting carers is key to fostering a thriving workforce. Businesses can boost retention, morale, and productivity by developing strategies that recognise the impact of caring responsibilities and address carers’ needs.

1-1 coaching can also help women to find balance and effectively advocate for themselves, striking a balance that allows them to meet their responsibilities whilst still smashing it at work. 

If you’re ready to create a culture of care and empowerment, get in touch to find out how we can support.

Image by Sabine van Erp from Pixabay

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From the Past to the Present: Leadership Lessons from Charity Adams and the 6888th Batallion

I’m inspired by women in non-traditional roles and WW2 is an interest I inherited from my Dad so I was excited for the new Netflix offer ‘The Six Triple Eight’.  The film tells the story of the first and only all-black unit of the women’s army corps which was led by Charity Adams who was the first African-American woman to become an Officer. With the level of racism and sexism in America in 1945, it seems an impossible feat.

Facing challenges at every step and deliberately set up with an impossible task, Charity had a determination that allowed her to become the highest ranking African-American woman by the end of the war. 

Her trailblazing journey highlights themes of inclusion, resilience, and effective leadership under pressure that are deeply relevant today. Here’s why her legacy continues to inspire and guide modern conversations about diversity and leadership:

1. Breaking Barriers in Leadership

Then: Charity Adams broke racial and gender barriers in a time when opportunities for Black women in leadership roles were virtually nonexistent. She led the “Six Triple Eight” to overcome systemic discrimination, logistical challenges, and the monumental task of sorting millions of pieces of undelivered mail to boost the morale of soldiers during the war.

Now: Her story underscores the importance of representation in leadership. Diverse leaders bring unique perspectives to problem-solving and decision-making, which are essential in today’s globalized and inclusive work environments.

2. Demonstrating Resilience and Excellence

Then: Despite facing racism, sexism, and immense pressure, Adams demanded excellence from herself and her team. She emphasized the value of discipline, collaboration, and purpose in achieving their mission.

Now: In modern workplaces, leaders must navigate complex challenges while fostering resilience in their teams. Adams’ example reminds us that adversity can be overcome through strategic thinking, strong leadership, and a commitment to the mission.

3. Advocating for Equity and Inclusion

Then: Adams proved that Black women could lead effectively in roles traditionally reserved for white men, challenging stereotypes and paving the way for future generations.

Now: Organizations still struggle with inequities in leadership opportunities for women and minority groups. Her example encourages leaders to actively address bias, create inclusive environments, and champion equitable opportunities.

4. The Power of Purpose-Driven Leadership

Then: Adams was not motivated by power or personal gain but by a sense of duty to her country and her team. Her purpose-driven leadership inspired her unit to achieve a seemingly impossible mission.

Now: Purpose-driven leadership resonates deeply in today’s world, where employees and stakeholders value leaders who prioritise social impact, ethical practices, and meaningful change.

5. Legacy as a Catalyst for Change

Then: Charity Adams’ story was not widely celebrated for decades, reflecting how the contributions of marginalized groups can be overlooked. Recent recognition highlights the need to acknowledge diverse histories.

Now: Her legacy serves as a call to action for modern leaders to recognize and amplify under-represented voices, ensuring that everyone has a seat at the table and their contributions are valued.

In today’s era, where diversity and inclusion are business imperatives, Charity Adams’ life offers timeless lessons on how to lead with integrity, resilience, and purpose. Her example encourages us to challenge systemic inequities, inspire others through our actions, and lead boldly in pursuit of a better, more inclusive future.

Charity Adams’ story reminds us that leadership is not about titles or power but about purpose, resilience, and inclusion. Her legacy challenges us to build workplaces and communities where everyone has the opportunity to lead and thrive.

If you’re looking to foster this kind of leadership in your own organisation or develop a culture where inclusion and resilience are at the forefront, I’d love to help. Through leadership development, culture support, and tailored coaching, I work with teams and individuals to inspire meaningful change and unlock their potential. Let’s connect and explore how we can create a better future together.

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The Wicked Truth: How Elphaba’s Choices Redefine Leadership

I am one of many musical theatre fans that has waited in anticipation for the release of Wicked for the big screen and I was blown away by the costumes, choreography and casting which made it a mesmerising masterpiece which brought to life a much loved story.

What makes this work more interesting is the important themes it encourages us to explore. Dilemmas around diversity, power and inclusion are central to the story as we see someone who is visibly different struggle to be accepted. What stands out to me the most though is Elphaba’s clarity and commitment to what she believes is right and wrong. She finds herself in her dream position of meeting the Wizard and finding that her unique skills are exactly what he is looking for. She is offered a new life with the Wizard which is what she has always dreamed of. However, she discovers that his actions go against everything she believes in so she chooses to make a stand regardless of the personal cost. 

It poses the following question: ‘What can Elphaba’s story teach us about leadership and ethical boundaries?’ 

When Elphaba and Glinda arrive to meet the Wizard, they receive an intimidating greeting from a large, golden head with angry, flashing eyes and a deep, booming voice. Terrified, the pair begin to introduce themselves and are interrupted by a human voice which is met by a body of a small man who emerges from behind the mask.

When the Wizard is revealed to have built his power on unethical practices which ensure he maintains control, Elphaba faces a moment of profound ethical conflict when she discovers that the Wizard’s actions contradict everything she believes in. At this crossroads, she must decide: continue to support the system that has given her power and influence, or reject it to stay true to her moral principles. 

This dilemma mirrors the tough choices leaders often face—balancing personal ambition and the pressure to conform with staying true to ethical standards, even when it means sacrificing something valuable. Like Elphaba, leaders may be forced to choose between advancing within a flawed system or taking a position that might alienate them from power or popularity.

Staying true to herself comes at a high cost as she is demonised and cast as an enemy to be feared. In the final number of Part 1, Elphaba tells Glinda she cannot accept these limits because it is too high a cost for her. Glinda says Elphaba is delusional and should accept the status quo but it is too late for Elphaba and she knows she cannot support something she is so strongly against. 

Elphaba’s decision to walk away regardless of the cost to her shows true leadership by prioritising principles over personal gain. It means she is cast out with the Wizard using his power to make others fear her and cast her as ‘Wicked’ despite her moral high ground. Being a lone voice against unethical systems often leads to criticism which can be difficult to face but leadership is about being able to stand up for what is right even if it is not popular. 

So, what lessons can we, as leaders, learn from Elphaba’s experience?

  • Maintain integrity – Leadership is not about being popular. It’s about doing the right thing and standing by your values even when that is difficult and uncomfortable.
  • Demonstrating courage – doing the right thing often requires bravery and resilience so leaders need to stay true to themselves and be clear about what they believe in.
  • Creating a new narrative – leadership isn’t about being liked, it is about making ethical decisions that inspire others and bring about change. 

As we are coming to the end of 2024, it is the perfect time for reflection and I invite you to consider what you would do if you were in Elphaba’s position. What choices in your leadership could change the narrative, just as Elphaba’s choices reshaped hers?

Ultimately, we all need to lead with courage, even if it means re-writing the story that others tell about us.

If you’re interested in exploring your own ethical boundaries or want support in developing these leadership skills with your team, get in touch to find out how we can help.

Image: ID 337113737 | Wicked © Chingyunsong | Dreamstime.com

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