In this episode of Work’s Not Working… Let’s Fix It! Siân Harrington sits down with Kate Waterfall Hill, executive coach, leadership expert and creator of Linda, the bad manager, to explore why leadership so often falls short in today’s workplace. With humour and insight Kate reveals why bad managers are everywhere, the hidden causes of their failings and how we can all do better.

From the challenges of managing Gen Z to the traps of accidental managers, Kate offers a refreshingly practical and empathetic approach to leadership. Drawing on her 30+ years of experience she shares actionable advice for HR leaders and managers alike, proving that great leadership isn’t about knowing all the answers but about asking the right questions.

After hearing from Linda, the bad manager, herself we discuss how we can reshape management practices for a changing workforce. And we ask what practical steps can we take to develop leaders who inspire rather than alienate?

Key takeaways:

• The rise of accidental managers: Kate explains why so many managers are promoted without the necessary skills and training, leading to frustration and inefficiency. She offers solutions for HR leaders to break this cycle and set managers up for success.
• Gen Z and the leadership gap: With a workplace culture that values balance and boundaries, Gen Z is pushing back against traditional leadership norms. Kate unpacks the tension between generations and how leaders can adapt to meet new expectations.
• The quiet management crisis: From quiet quitting to quiet unbossing Kate explores how many workers now reject management roles altogether. What does this mean for the future of leadership, and how can we reignite the appeal of leading others?
• Empathy meets authority: Balancing empathy and authority is a cornerstone of effective leadership, yet it remains a challenge for many. Kate shares how leaders can foster trust, clarity, and psychological safety while maintaining accountability.

Kate’s wisdom and wit leave listeners with a key message: great leadership doesn’t have to be a heavy burden. It can be an opportunity to inspire, connect and create positive change for yourself and your team.

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In this episode of Work’s Not Working… Let’s Fit It! Siân Harrington dives into the complex and often paradoxical relationship between humans and artificial intelligence with Tomas Chamorro-Premuzic, organisational psychologist and author of the provocative book I, Human. Together they unpack the ways AI is reshaping workplaces ­­– and our very minds – for better and worse.

From the alarming economic toll of digital distraction to the rise of "datification" Tomas sheds light on how technology is hijacking attention, narrowing our thinking and making us more predictable. But it’s not all dystopia. Tomas offers hope in the form of practical strategies to stay human in a world increasingly run by machines.

For HR and people leaders this episode raises critical questions: How do we use AI to amplify – not replace – our humanity? And how can we build workplaces where empathy, creativity and critical thinking thrive amidst the algorithms?

Key Takeaways

• AI: A Weapon of Mass Distraction: Tomas calls out AI’s role in fuelling multitasking and digital addiction. He reveals how this distraction costs the US economy $650 billion annually, far outweighing other workplace challenges like absenteeism and turnover.
• The Datification of Work: AI thrives on big data but Tomas warns that in making us more efficient it also risks making us more robotic. The challenge for leaders: How do we embrace AI without losing our human unpredictability?
• The Rise of Digital Narcissism: Technology has amplified cultural narcissism, entrenching us in filter bubbles that feed our biases. Tomas explains how this impacts leadership, fostering groupthink, weakening cognitive diversity and creating workplace polarisation.
• The Paradox of Productivity: While AI boosts efficiency it can also encourage intellectual laziness, leaving us unprepared to think critically or independently. Tomas advocates for rediscovering analogue connections and injecting humanity back into our daily routines.
• Practical Actions for HR Leaders: Tomas urges HR to focus on three priorities:

1. Upskilling mid-level managers to handle AI’s complexities.
2. Humanising workplace cultures to counterbalance AI’s dominance.
3. Cultivating curiosity and experimentation to adapt to AI’s evolving potential.

Tomas leaves listeners with a powerful challenge: Don’t become a robot. As AI increasingly mimics humanity, we must double down on what makes us unique – our empathy, creativity and ability to connect meaningfully with others.

Interested in insights about people leadership, HR and the future of work?
Seize and shape the future of work with The People Space, a leading digital HR magazine for forward-thinking leaders. We empower you to put people at the heart of work, navigating the evolving intersection of technology, business and human insight. Join us in building a future where people and machines collaborate for a more human-centric workplace

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In this episode of Work’s Not Working, Siân Harrington sits down with Steve Hearsum to debunk one of the most seductive myths in leadership and organisational change – the myth of the "silver bullet." From tales of vampires and werewolves to the Lone Ranger’s legendary single shot, Steve uses storytelling to explore why leaders are so often tempted by the idea that a single, magical solution can solve their organisation’s most complex problems.

Steve takes aim at quick fixes, challenging the traditional ways leadership development is approached and questioning why companies are still pouring millions into programmes that deliver little more than "better sameness." He highlights the flawed model of consulting firms that run on the backs of "grinders, minders and finders," revealing how this dependency perpetuates superficial change rather than real transformation.

The conversation also tackles the role of AI in organisations, as Steve asks whether AI is being hailed as the next silver bullet – spoiler: it’s not. He explains why our obsession with technological solutions often distracts from addressing the deeper human challenges in leadership and change.

Steve doesn’t shy away from uncomfortable truths, pointing out the existential fear that drives leaders to look for certainty and quick solutions.

Key Takeaways

• The Myth of the Silver Bullet: Using metaphors from folklore and myth, Steve explains why the search for a single perfect solution – whether it’s in leadership or AI – fails to address the complexity of organisational challenges.
• Grinders, Minders and Finders: Steve critiques the consulting industry’s business model, which prioritises profit over genuine capability-building, creating a cycle of dependency rather than true leadership growth.
• The Problem with Performative Leadership Development: Many leadership programmes are disconnected from real-world challenges, focusing on theory rather than practice. Steve advocates for reflexivity and applied learning.
• AI: Not the Next Silver Bullet: While AI has potential Steve warns against seeing it as a magic fix for organisational problems. Leaders must focus on how technology supports human intelligence, not replaces it.
• Leadership in a Complex World: Effective leadership isn’t about following rigid frameworks, it’s about navigating uncertainty, challenging assumptions, and being willing to step into the discomfort of not knowing.
• HR’s Role in Change: HR departments can fall prey to the allure of quick fixes, but they also mirror the wider leadership culture. Steve urges HR to ask uncomfortable questions and push for deeper, systemic change.

Throughout the episode Steve offers practical advice on how leaders can shift their mindset, develop critical thinking skills, and move away from a reliance on "fix-it-all" solutions.

Interested in insights about people leadership, HR and the future of work?
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In this episode of Work’s Not Working Siân Harrington speaks with AI and leadership expert David De Cremer about the challenges business leaders face when integrating AI into the workplace. They explore how the rush to adopt AI can often miss the mark by focusing too much on technological solutions and not enough on the human elements that make successful AI integration possible.

David argues that leaders are often overwhelmed by AI’s potential and mistakenly delegate the responsibility to tech experts, which results in a lack of alignment between AI’s use and the organisation’s business goals. He highlights the need for an "AI-enabling" culture, where AI serves human intelligence rather than replacing it, and stresses that ethical and human-centred approaches are essential for long-term success.

Throughout the conversation David shares practical strategies for fostering a balanced approach to AI adoption, ensuring that it augments human creativity and decision-making. He also touches on how leaders can upskill their teams, manage the risks of over-reliance on AI and avoid the pitfalls of treating people as mere data points.

Key Takeaways

• AI as an enabler, not a replacement: David emphasizes that AI should be seen as a tool to support human decision-making rather than something that diminishes human involvement. Leaders must create AI-enabling cultures that put people first.
• Leadership’s role in AI adoption: Leaders often feel disconnected from AI implementation, delegating it to tech teams. David highlights the importance of leaders being AI-savvy, actively participating in the process and aligning AI use with business goals.
• Human-centred leadership: The conversation underscores that AI adoption should not reduce employees to data points. Ethical upskilling and clear communication about AI’s role are critical to maintaining trust and employee engagement.
• Balancing innovation with responsibility: David warns of the dangers of rushing into AI adoption due to competitive pressures. Thoughtful implementation that considers both the opportunities and challenges of AI is key to realising its benefits.
• Soft skills in the AI era: As AI takes on more technical tasks, soft skills like empathy, creativity and collaboration become even more important. Leaders must foster these skills in themselves and their teams to thrive in an AI-driven future.

About David De Cremer

Professor David De Cremer is a world-renowned expert in leadership and organisational transformation in the AI era and author of The AI Savvy Leader: Nine Ways to Take Back Control and Make AI Work

Interested in insights about people leadership, HR and the future of work?
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In this episode of Work’s Not Working, Siân Harrington and inclusion expert Paul Anderson Walsh explore the challenges of managing five generations in the workplace and the need for adaptive leadership. They highlight the different expectations and perspectives of each generation, from Traditionalists to Gen Z, and the impact of these differences on work and leadership styles.

The conversation touches on biases and stereotypes associated with different generations and discusses five key approaches: guided leadership, mentoring, participation and recognition, hands-off leadership and coaching support. They also touch on the specific challenges faced by Generation X and the potential impact of Generation Alpha in the future – and look at examples of companies successfully adapting their approach.

Key Takeaways

• Intergenerational differences: The varying expectations and values across different generations in the workplace, from traditionalists to Generation Z, and the upcoming Generation Alpha. Paul highlights that each generation has distinct views on work, career growth and institutional trust.
• Leadership adaptation: Paul emphasizes the importance of inclusive leadership that is personalized to meet the needs of each generation. He argues against a one-size-fits-all approach and advocates for hyper-personalized leadership strategies, which he refers to as "one-size-fits-one."
• Observational leadership: The concept of "observational leadership," which he describes as a balance between maintaining strategic oversight ("Eyes On") while empowering employees to operate independently ("Hands Off"). This approach aims to respect the autonomy of each generation while ensuring they feel supported.
• Leadership styles for different generations: Different leadership styles tailored to each generation, from mentoring for mature workers to transparency and integration for Generation Z. Paul emphasizes the need to adjust leadership strategies based on the generational composition of the workforce to foster collaboration and innovation.
• Practical recommendations: The discussion concludes with practical advice for leaders and HR professionals on how to better support a multi-generational workforce. This includes adopting reciprocal mentoring programmes, establishing shadow boards to involve younger employees in strategic decision and focusing on resourcing employees as individuals rather than merely managing them as resources.

About Paul Anderson-Walsh

Paul Anderson-Walsh is the CEO of ENOLLA Consulting, a consultancy helping organisations create a culture of human inclusion. The focus of Paul’s work is to help end inequality in the workplace. He is a world-learning inclusion expert, a learning and development practitioner, author, speaker and the host of the Human Inclusion Podcast.

Interested in insights about people leadership, HR and the future of work?
Seize and shape the future of work with The People Space, a leading digital HR magazine for forward-thinking leaders. We empower you to put people at the heart of work, navigating the evolving intersection of technology, business and human insight. Join us in building a future where people and machines collaborate for a more human-centric workplace

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In this episode of Work’s Not Working, Siân Harrington speaks with Blaire Palmer about the outdated Victorian beliefs and practices still influencing modern workplaces. Despite technological and societal advancements, many organizations remain entrenched in old paradigms, treating employees like second-rate machines. Blaire argues that these antiquated beliefs prevent true evolution in work practices, affecting everything from productivity measurements to hierarchical structures.

The discussion explores how these outdated practices impact employee engagement and wellbeing and introduces the concept of organizational citizenship versus autonomy. Blaire shares insights on fostering a more trusting and human-centric work environment and delves into the necessity for radical shifts in leadership approaches.

Key Takeaways:

• Outdated Victorian beliefs: Many organizations still operate under Victorian-era work paradigms that emphasize productivity and efficiency over human-centric approaches. Practices like clocking in and out, hierarchical structures and time and motion studies were developed during the Industrial Revolution and continue to influence modern workplaces.
• Impact on employee engagement: Treating employees like machines and imposing strict processes hinder their ability to perform their best work. Genuine engagement requires organizations to create environments where employees can find meaning and purpose in their work.
• Organizational citizenship vs autonomy: Blaire introduces the concept of organizational citizenship, which emphasizes belonging and responsibility over self-centered autonomy. Trust is essential in fostering a culture of citizenship, where employees feel valued and empowered to contribute.
• Challenges in shifting work practices: The pandemic highlighted the potential for more flexible work arrangements but many organizations reverted to old practices. Leaders need to push decision-making down the organization and support employees in developing their decision-making skills.
• Practical steps for leaders: Leaders should envision the legacy they want to leave and take brave steps to create more human-centric workplaces. Addressing core tensions in the organization and involving employees in problem-solving can lead to meaningful changes. Encouraging autonomy and trust by refraining from making all decisions and pushing responsibilities down to employees.

About Blaire Palmer

Blaire Palmer is a former BBC journalist turned organizational culture and leadership specialist. She has worked with numerous organizations over the past 24 years, helping them drive real change and create environments where people can do their best work. Blaire is the author of Punks in Suits and speaks internationally on rethinking leadership for the modern era.

Interested in insights about people leadership, HR and the future of work?
Seize and shape the future of work with The People Space, a leading digital HR magazine for forward-thinking leaders. We empower you to put people at the heart of work, navigating the evolving intersection of technology, business and human insight. Join us in building a future where people and machines collaborate for a more human-centric workplace

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In this episode Siân Harrington speaks to Sophie Williams about the concept of the glass cliff, where women and marginalized groups are often hired in leadership roles when a business is already underperforming, setting them up for failure. It delves into the impact of the glass cliff on women in the workplace, the reasons behind it and the implications for organizations. The discussion also covers practical advice for HR leaders and individuals to mitigate the glass cliff and create more inclusive work environments.

Key takeaways:

• Women are now in regression, not progression, around the world
• The glass cliff phenomenon sets up women and marginalized groups for failure by hiring them in leadership roles during times of organizational crisis
• The impact of the glass cliff extends beyond individual experiences to the broader implications for workplace diversity and organizational culture
• The Great Break-Up: why women in leadership positions are leaving organizations
• The need for organizations to create more inclusive work environments and recognize the value of diverse leadership perspectives
• Practical steps for both HR leaders and individuals to mitigate the effects of the glass cliff

About Sophie Williams

Sophie Williams is the author of the new book The Glass Cliff, which draws on almost 20 years of research from around the world on The Glass Cliff phenomenon. She is a former global Leader at Netflix and has held the titles of COO and CFO in London advertising agencies. Williams is also author of Millennial Black & Anti-Racist Ally, a TED Speaker, the voice behind Instagram’s @OfficialMillennialBlack, and part of the UN Women UK’s delegation to the Commission of the Status of Women conference in 2023 and 2024.

Interested in insights about people leadership, HR and the future of work?
Seize and shape the future of work with The People Space, a leading digital HR magazine for forward-thinking leaders. We empower you to put people at the heart of work, navigating the evolving intersection of technology, business and human insight. Join us in building a future where people and machines collaborate for a more human-centric workplace

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In this episode Siân Harrington speaks to Laura Ashley-Timms about the importance of asking good questions as a management superpower. Laura highlights the challenges faced by managers in today's complex and rapidly changing work environment and the need to reinvent the traditional command and control culture of management. She introduces the concept of the Frankenstein manager, who is made up of bits and pieces of knowledge and experience, and explains why organisations are not set up to ask the right questions. Laura presents a practical framework for developing the superpower of asking questions and driving action, and shares the results of a research study that demonstrates the effectiveness of operational coaching.

Key Takeaways

• 75% of bosses are accidental managers with no formal training in people management or leadership
• Employee engagement is stagnating, with only 23% of global employees being engaged
• Accidental managers are ill-equipped to deal with the complex and rapidly changing work environment
• The traditional command and control culture of management needs to be reinvented to focus on asking powerful questions
• Operational coaching, which involves an inquiry-led approach and asking the right questions, can drive performance and productivity increases
• A research study found that managers who underwent operational coaching increased the time they spent coaching by 70% and improved their skills in all management competencies
• Operational coaching can lead to positive organisational outcomes, such as improved retention and increased employment
• Asking powerful questions will become even more important in the age of AI, as it is crucial for getting the most out of AI and making informed decisions.

About Laura Ashley-Timms

Laura Ashley Timms is the chief operating officer of performance consultancy Notion and an expert on how to leverage operational coaching behaviours across organisations to drive commercial results and improve productivity and engagement levels. She has helped leaders and managers in over 40 countries to implement the award-winning STAR® Manager programme, has been recognised as one of the UK’s top executive coaches and as one of 40 outstanding global women. More recently she is co-author of management bestseller The Answer is a Question.

Interested in insights about people leadership, HR and the future of work?
Seize and shape the future of work with The People Space, a leading digital HR magazine for forward-thinking leaders. We empower you to put people at the heart of work, navigating the evolving intersection of technology, business and human insight. Join us in building a future where people and machines collaborate for a more human-centric workplace

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