Organisations across industries have been investing in women's leadership development for two decades. The pipeline programs, mentoring initiatives, sponsorship schemes and women's networks are now well-established features of the corporate landscape. Progress has been made. And yet the representation of women at the most senior levels of most organisations continues to fall significantly short of parity and the rate of change remains slower than both the investment and the i

Most people in organisations would describe themselves as acting in accordance with their values most of the time. Most would also acknowledge, on reflection, that there are moments when they do not. The gap between what a person values and how they actually behave, particularly under pressure, in difficult conversations and in the face of competing priorities, is one of the most consequential and least examined dynamics in organisational life. What the Values-Behaviour Gap I

Organisations continue to struggle with a fundamental question: what kind of leader does this particular organisation, with these particular people, facing these particular challenges, actually need? The answer is almost always less about a model and more about a quality. Two qualities, to be precise: authenticity and consciousness.