Where Leaders Get It Wrong 

There are many different ways to dig into what’s behind that statistic but a recent e-Letter from Roy Lilley, a leading UK policy analyst in the health sector, recently suggested seven areas of concern (R. Lilley, NHSManagers.net e-Letter, 12 March 2026) which resonate even eleven years after the Gallup report. 

He says: 

This is the real risk…  

… when leaders align with power rather than the evidence…  

… when leaders are no longer the buffer between power, people and performance…  

… when leaders learn to protect themselves rather than confront uncomfortable truths… 

… when leader’s survival becomes more important than the purpose of the organisation… 

… when, leaders, over time, become skilled at not discussing the real problem… 

… when leaders are managing up and not managing the problem… 

… when leaders are complicit in poor decisions and upheaval becomes routine, instability becomes acceptable and decisions that once would have been challenged simply pass through… 

… when all that happens… 

… we have no need for leaders. 

This is a disturbing, but all too recognisable, “To Don’t” list for leaders with each failure enabling the next. I’m sure we can all think of specific leaders who have displayed one or more of these characteristics at one time or another.  

In his e-Letter, Roy Lilley goes on to contextualise the leadership failures for the healthcare settings on which he commentates. However, there is plenty to take from this for leaders in all sectors, by turning it into a positive “To Do” list.  

Turning That Into A To Do List For Leaders 

So here’s my seven point checklist for any leader who wants to add add value rather than render themselves superfluous by destroying it! 

1. Evidence can be scary when it challenges our current thinking, because the status quo has power. Use quality data, expertise and balanced, honest assessment from multiple sources, as a leader so that you can use even the most uncomfortable evidence in your decision making. 
2. Be the buffer that allows your team to perform, absorbing organisational pressures and power plays. Sometimes this means actively positioning yourself to absorb demands from above. 
3. If it feels uncomfortable, there’s something important going on, and uncovering that is your focus as a leader, rather than protecting yourself from that uncomfortable feeling. 
4. If there is a conflict between something that is good for you personally, and your organisation’s goals and purpose, you know what to do. As a leader in an organisation, sometimes you need to put your personal goals on one side. 
5. Create the psychologically safe environment around you that allows your team to engage with difficult conversations before they become crises. 
6. Spend your time solving problems and enabling your team to do the same rather than curating your appearance within the organisation.  

And finally… 

7. Speak truth to power. Maintain a habit of rigorous scrutiny that calls out poor decision making, especially where it leads to upheaval, rather than opting for a quiet life of compliance. 

Each of these leadership habits builds on the previous one creating an integrated set of principles that add value. Being principled often requires bravery, especially when that means challenging the status quo.  

Leadership Behaviours To Support This 

And what are the behaviours that will enable these habits? They are the ones that are at the heart of the best leadership development: emotional intelligence, ethical leadership, engagement and enablement, influencing with positive intent, and psychological safety.  

With emotional intelligence, leaders recognise discomfort as a signal rather than a threat, prompting them to put their own emotional response to one side initially.  

Ethical leadership requires a moral compass that requires leaders to use evidence openly and honestly, and challenge power-motivated decisions. 

When a leader is acting as a buffer and creating a psychologically safe workplace, they are driving engagement and enablement with their team. 

Leaders who manage the problem rather than their own reputation need to be able to exert 360 influence with positive intent without becoming political or self-serving. It is the intent that separates constructive challenge from careerism. 

Finally, psychological safety is a foundational thread running through the whole To Do list. Leaders who model their own willingness to embrace discomfort and learn from it, stand a much greater chance of creating climates that support these behaviours more widely. And when this climate is in place, it supports all the other behaviours in turn and a leader can truly add value to the experience of their employees and their organisation. 

Leadership needs people with minds that are open and curious, that are willing to grow and learn, so that they can continue to add value in a world that is changing more rapidly than ever, and presents us with new and unexpected challenges every day. That’s the route to tipping the scales towards the positive end of that 70% variance in engagement. 

 Contact us at hello@h2h.uk.com or click here to find out more about how we can help support and enable leadership capability across your organisation.

References 

Gallup. (2015). State of the American manager: Analytics and advice for leaders. Industrial Report Magazine, 2(1), 1-21.  

The post Where Do You Add Value As A Leader? by Caryn Douglas appeared first on h2h.

Common and perhaps questionable arguments in this space include:

At h2h we disagree and believe that supporting a charity adds a great deal of value to any organisation. In our latest blog, our Growth Manager, Sarah Tiffany discusses the key benefits of supporting a charity and references these findings from McKinsey which gives some further ideas on why ESG really does matter.

We have been really working hard on our ESG over the last couple of years and have focused on improving our sustainable business practices. This has included accreditation for both the Good Business Charter  and Cyber Essentials schemes, reviewing our business policies and improving employee engagement and quality assurance processes. We are now looking at embedding our commitment to social responsibility, for example, through the sponsorship of several charities, donation of surplus office equipment to local schools and community groups and the offer of some pro-bono services to various organisations including the NHS.

When it comes to supporting a charity, we believe that the key benefits for us will be:

#3 It’s good Corporate Social Responsibility.

Working with a charity can lead to unexpected opportunities such as new partnerships or community leadership roles. Supporting a cause not directly linked to our core business activity, encourages our organisation to consider our impact on the environment and the well-being of the wider community and how we can start to balance these with our economic, social, and environmental responsibilities. It helps us to demonstrate that our business cares about more than just profit or ROI and reflects who we are as an organisation.

#2 It improves our working relationships and hi-lights new skills

It’s great for our employees to pull together on a non-work-based project as a team. Volunteer days or team fundraising activities showcases a whole new set of skills that we may never have known our employees possessed. Being united in a common cause brings all sorts of different people together – it boosts morale, encourages cross divisional working and makes our employees proud to work for a socially responsible company. This can also have a knock on benefit of boosting employee satisfaction, improving retention and making our organisation more attractive to new recruits.

#1 It boosts community engagement.

Supporting a charity allows us to give back in a meaningful way. It can help us to;

• build goodwill within our community
• bring together our clients, suppliers and associates
• and can open doors to new partnerships and collaborations.

Most importantly it gives us a different focus and purpose, as well as bringing all parts of the business together in one united cause. In summary, supporting a charity isn’t just a nice gesture — it’s a smart, forward-thinking strategy that enriches our working relationships, reflects our values and creates a positive ripple effect far beyond the walls of our business.

Our challenge this year is to raise £10,000 and awareness for Rainbow Trust Children’s Charity. You can read more about how we plan to do this in our latest press release or contact us at enquiries@h2h.uk.com if you would like to get involved in any of the activities that we have planned. If you would like to make a donation then please do so here.

Here’s and overview of how your donations can help:

About the author

Sarah is our Growth Manager and oversees our business development plan and activities including event management, promotional materials, social media presence, newsletters and marketing. She is focussed, results-driven and self-motivated and uses these strengths to drive our business forward.  She has strong interpersonal skills and is proud to work for an organisation whose overarching aim is to make a positive difference to working lives.

The post Corporate support for charities – why it is more than just a nice gesture? By Sarah Tiffany, Growth Manager at h2h appeared first on h2h.

A mentor can provide insights, constructive feedback, and encouragement to foster your growth, irrespective of whether you’re embarking on a career change, taking on a leadership role or just striving to be as successful as you can be in your current role. If you haven’t already, then now is the perfect time to find a mentor.

Here’s my top 5 reasons why finding a mentor in 2025 should be a priority:

1. Learn from their experience: 
   Choosing the right mentor is crucial. Ideally you are looking for someone who has a background that you feel you can learn from. This doesn’t necessarily mean they have to work in the same role or sector as you. Choosing someone who has strengths in areas you want to develop is a good place to start.
2. Have access to a constructively critical sounding board:
   A successful mentorship partnership is based on trust, honesty, and transparency. Mentors can give you unbiased and constructive feedback. This can help you broaden your perspective on situations & look at new ways to approach challenges or opportunities. Their positive reinforcement can also help you maintain a positive mindset, even when facing significant challenges.
3. Accelerate your personal growth: 
   Mentors want to help you grow & thrive. In your conversations they will spend time getting top know you & what you want out of your working life. Their personalised (& objective) support and challenge can help you build knowledge, skills and experience much quicker than trying to do it alone.
4. Get help with goal setting:
   A mentor can be a great aid for anyone who is struggling to set and or achieve goals. They can support with setting challenging, yet attainable, goals, and help hold you accountable, ensuring you stay on track and maintain motivation. 
   
5. Build your connections:
   Mentors can connect you to their own networks with mentees, introducing you to other professional contacts who could positively impact your opportunities and experiences in the present or future.

The benefits of mentorship are immense, from expanding your knowledge to gaining a fresh perspective on your potential. Finding the right mentor can be a game-changer in both your personal and professional life. As we step into 2025, make mentorship a priority and take the initiative to seek out someone who can guide, support, and challenge you. The right mentor can be the catalyst for unlocking your full potential.

The post “Everyone Needs a Mentor” and why you should find one by h2h Lead Consultant, Caroline Forman appeared first on h2h.