Blog

As someone who's spent decades in the trenches of leadership development and training delivery, I've witnessed firsthand the evolution of our profession. From my early days as a psychiatric nurse to founding seven businesses and now leading Be More Effective Ltd and Management Learning Resource as part of it, one truth has remained constant: the best learning resources emerge from the collective wisdom of practitioners who understand what truly works in the field.

We’re in the era of the purposeful professional. Employees no longer want to work just for a paycheck, they want to feel that their time and talent are contributing to something that matters. Purpose isn’t just a lofty ideal; it’s now a performance driver. People who feel connected to their strengths and values are more engaged, more resilient, and more likely to stay. CliftonStrengths® offers one of the most evidence-based, scalable tools to help people live fuller, more purpose-driven lives at work and beyond.

When I got involved in MLR as an investor I was determined to bring some of the great business simulation can to the MLR store, and The Hat Factory was always going to be first. I feel like a kid being with MLR, it is like founding some of my favourite toys that I haven’t seen it a while all safely boxed up in the attic. This brilliant business simulation had been my secret weapon for years, and now it's back where it belongs.

In today’s fast-paced and ever-changing world, leadership is no longer just about strategic acumen, technical knowledge, or even bold vision. Increasingly, the differentiator between mediocre and exceptional leaders lies in emotional intelligence (EQ). Popularized by psychologist Daniel Goleman and later operationalized in a variety of ways, emotional intelligence has emerged as a foundational element for success in personal, team, and organizational leadership.

Every morning, thousands of UK businesses make recruitment decisions that could cost them dearly. They scan CVs, conduct interviews, and rely on "gut feelings" to select their next team member. Yet the statistics paint a sobering picture: 46% of newly hired employees fail within 18 months, and the financial impact is staggering.

"People wither under complaints and criticism whereas people thrive and grow through praise and encouragement." I got a call last week from a frustrated MD. His best project manager had just handed in her notice - the third key person to leave in six months. "I don't get it," he said. "We pay well, the work's interesting, and we've got great benefits. Why do they keep leaving?"

"Delivery and intent come before content." I watched a presentation last month that should have been brilliant. The content was spot-on, the research was solid, and the recommendations were exactly what the business needed. It was also a complete disaster.

"All self-improvement begins with the humility to increase one's self awareness." I had a conversation with a manager last week that's stuck with me. Brilliant bloke, sharp as a tack, natural leader - the sort of person who seems to have it all sorted. But his team was struggling, and he couldn't work out why. "I've tried everything," he said. "Different approaches, new systems, even brought in external training. Nothing's working." The problem wasn't his methods - it was that he'd never looked in the mirror.

As trainers, facilitators, and HR managers, you know the frustration all too well. You deliver brilliant sessions, your delegates nod enthusiastically, they complete their feedback forms with glowing reviews – and then what? Six months later, you discover they've reverted to their old ways, making the same costly mistakes and poor decisions that brought them to your training room in the first place.

Did you know that our habits as trainers can reduce our delegates cognitive engagement by up to 30%? It's human nature, isn't it? We stick with what works. But here's the uncomfortable truth I've learned from my years in business consulting and executive coaching. What feels comfortable for us as trainers might actually be limiting our delegates' learning potential.