
Why organisations switch off their best senior leaders, and what changes it. For directors, heads of function and the C-suite told they’re indispensable and to hang on. From decades in the rooms where those decisions get made.
| Platform | Pricing | Only free issues | Publishes | Daily | |
|---|---|---|---|---|---|
| Issues | 239 | Founded | 2 years ago | Last Issue | 17 days ago |
| Active | |||||

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I was in a coffee shop last week and ended up talking to a woman at the next table. She’s 38, a manager in IT, sharp in the way you notice within a minute. She asked what I do. I told her, and somewhere in the telling she went quiet and sai...
There is something I’ve noticed in senior careers that is easy to miss.
The better you become at your current role, the easier it can become to see your career through that role.
You know your responsibilities. You know what you’re good a...
By now, you may have started thinking about what people have learned about you through their experience of working with you.
What they come to you for.
What they trust you with.
What they associate with your name.
That’s...
I used to ask my teams five questions.
I started asking them because I wanted to give people better feedback about their performance.
But I knew there was no point asking people to be open with me if I wasn’t prepared to be open with them...
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The writers behind this newsletter.
Why organisations switch off their best senior leaders, and what changes it. For directors, heads of function and the C-suite told they’re indispensable and to hang on. From decades in the rooms where those decisions get made.
Exploring the territories most people pretend don't exist.
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