The fizzy bottle: how safe does it feel to lift the lid on ‘fizzy’ emotions and sticky subjects?
For leaders sitting on something their team hasn't said out loud yet.
Bottling up emotions and unsayable words can risk a build up of stress that leads to explosive conflicts, burnout, health problems and more. I’m interested in how we can take the same approach we would use with a shaken up fizzy bottle – unscrewing the lid slowly, carefully, and a little at a time.
‘Nothing about us without us’ – addressing tokenism, conflict and exploitative practice in work with experts by experience
For anyone commissioning or running work with experts by experience.
I recently heard a young adult involved in service design describe what it felt like to be brought into consultation meetings with senior leaders: she called it being asked to ‘put on the show’.
She was referring to the familiar request to share personal stories on demand: talk about the impact of the hardship she had faced, recount private struggles to a room of professionals, or provide emotional resonance for decision-makers.
Involving the people closest to a social issue in designing, delivering, and evaluating services – often described as ‘co-production’ (collaborating as equals with service users) or working with ‘experts by experience’ (people whose authority comes from having lived through the challenge) – is now fairly standard across social services, public bodies, and charities. When done well, it shifts institutional power and leads to services that make a real difference.
And yet, after twenty years in participatory work, I see the same systemic pitfalls recurring. Co-production fails in five predictable ways - here they are, with counter measures you can actually implement.
Third sector burnout: How can we build sustainable services and treat helping professionals as people first?
For leaders and managers in charities and public services.
Across the charity and public sectors, many professionals are at their edges, resources are strained, and the divide between leadership and frontline teams is widening. Staff are often asked to stretch caseloads and boundaries to breaking point. Words and phrases like ‘burnout’, ‘dehumanising’, and ‘taken for granted’ dominate conversations with exhausted, disappointed workers.
Charities and not-for-profits being asked to do more with less is not a new phenomenon. But the pressures have intensified, and a crucial aspect of how this plays out is the way that those in the driving seat choose to allocate resources, design workloads, and communicate with their staff. The picture can look bleak, but there are choices to be made and space to be taken: re-imagining how we work together to bring about sustainable, meaningful change for service users and the workforce alike.
Essential Skills for Socially Conscious Leadership - Using the Seven Cs Model to Drive Change
For leaders, managers, and organisations moving beyond command-and-control without burning out their teams.
The flaw in technical promotion
In many parts of the working world, there has been a noticeable shift away from top-down, command-and-control management towards more collaborative, socially conscious leadership. Yet for some decision-makers, this evolution is still viewed with suspicion – dismissed as a soft, optional extra or a recipe for decision paralysis.
In practice, leadership development still tends to follow a flawed promotional pattern: an individual demonstrates excellence in a specialist operational or technical role, and is subsequently promoted into management on the strength of that expertise, with little preparation for the relational demands of leading human beings.