Delegation is widely regarded as one of the most critical skills in management and leadership today. Yet, many business leaders, managers, and business owners struggle with effectively handing off tasks and authority. In fact, studies have found that only about 30% of managers believe they delegate well — and even among those, only a third are considered effective by their teams.
A new HR survey exposes a manager effectiveness crisis: 67% avoid feedback, 68% of high performers risk burnout, and only 35% can handle difficult conversations.
Brainstorming — a method of rapid idea generation — has long been one of the most popular tools that organizations use to spark creativity and collaboration.
Bruce W. Tuckman's stages of group development — often called Tuckman's model of team or group development — is one of the most renowned frameworks for understanding how teams evolve over time. First published in 1965, Tuckman's original model identified a four-stage progression that small groups experience: Forming, Storming, Norming, and Performing.
The sunk cost fallacy costs organizations billions of dollars annually and destroys countless careers, yet nearly every executive will fall prey to it at some point.
In corporate vernacular, a free rider is often dismissed as a "slacker" or a "bad hire." However, the academic literature reveals a far more complex triad of behaviors that act as distinct drivers of productivity loss. Understanding the nuance between free-riding, social loafing, and the sucker effect is prerequisite to accurate diagnosis and treatment.
Layoffs have become a pressing reality in recent years across multiple sectors. Headlines frequently announce mass layoffs across industries, and economic uncertainty has many firms tightening their belts. While some layoffs arise suddenly with little warning, more often the writing is on the wall months in advance.[1] Recognizing early warning signs can empower professionals and leaders to prepare and respond proactively.
In this comprehensive guide, we'll dive deep into the science and practice of psychological safety. Backed by academic research and real-world examples, we will explore what psychological safety is, why it matters for group dynamics and team performance, how it reduces fear and encourages risk-taking, and how leaders can cultivate a psychologically safe work environment.
Humans often pride themselves on independent thinking, yet time and again we observe people "following the herd" -- aligning their decisions with the majority or a few influential peers. This phenomenon, commonly called the herding effect (or herd behavior/mentality), occurs when individuals mimic the actions of a larger group instead of relying on their own judgment.
Meetings are ubiquitous in modern organisations. In 2025, the average professional attends at least 11 meetings per week, and executives report spending as much as 23 hours per week in meetings. While meetings can align teams, build relationships, and drive decisions, poorly run meetings waste resources and frustrate participants. Surveys reveal that around 35% of meetings are considered a waste of time and 67% of executives deem meetings failures. The economic impact is staggering: ineffective meetings cost businesses US $399 billion annually in the United States and £58 billion in the United Kingdom. Given these costs, effective team meetings are essential for organisational success.
