Corporate values statements are commonplace and research supports the view that they have little to no impact on employees’ day-to-day behaviour. Empty values alienate customers, create demotivated employees and undermine trust and credibility. Values can shape organisational behaviour but only if they are approached in a more thoughtful and systematic way.

Why is your brilliant team member struggling to adapt to life as a new manager when they were such a high performer? Organisations make the common mistake of thinking that high performance equals high leadership potential. But brilliant individual contributors don’t always translate into great leaders.

How do we create future leaders but also find ways to help people progress in their careers who maybe don’t want to be people managers? And how can we make sure that the people we do choose to lead can do so successfully?