Year after year, Gallup’s Global Employee Engagement Survey shows that more and more employees are disengaged. And yet, numerous studies have shown that upwards of 80% of adults, when asked if they would want to continue to work if they were to become financially independent and not need to have a job, answer ‘yes’. I work with leaders and teams to solve this paradox at one, two or three levels: - The impersonal level, i.e. defining what must be achieved strategically - The interpersonal level, by building the effectiveness of teams and - The personal level, so that people reconnect with what matters to them in their job and their life Guiding principles for all the work I do: - No-one is smarter than everyone: With this in mind, I always design and facilitate sessions to ensure as much opportunity for interactive thinking and ideation as possible – across levels, functions and experiences. - “When spring comes, snow melts first at the periphery, because that is where it is most exposed”. This is a truth observed by Andy Grove, Intel’s former CEO and author of “Only the Paranoid Survive”. I think it is exactly right and so in my sessions, I make sure that we deliberately seek out and include, a range of experiences and perspectives that are closer to the edges of changes that are affecting the organisation in order to add to, and push, the thinking of the executive team - People lead what they have shaped. My experience as a leader and executive has proved to me again and again that almost anything is possible when committed people give their discretionary energy to something that they care about. Discretionary energy in turn, is only unlocked when people have been part of a process together and feel seen, valued and included in what is going on in a team or organisation. - Context and customisation are critical. Each engagement is designed based on where that client is, what they are trying to achieve and what they are grappling with.