Workplace culture and employee experience are under more pressure than ever. Hybrid working, ongoing change and rising stress levels mean culture can no longer be left to chance. This article explores what leaders need to focus on now to intentionally shape culture, support wellbeing and create environments where people can genuinely do their best work in 2026.

We explore the key shifts in leadership and culture to look out for in 2026.

There’s no one big shift, but leaders are recognising that the approaches that worked five or ten years ago simply won’t carry them forward in 2026.

The start of a new year often brings good intentions, but lasting change needs more than resolutions. This guide offers a practical, reflective approach to understanding yourself, noticing patterns and setting goals for 2026.

As we head into 2026, planning for the year ahead is essential. Leaders need space to think, reflect on what’s changing around them, and bring clarity to where you are heading next.

This guide offers a practical approach to shaping your 2026 strategy.

Culture change doesn’t happen overnight. It’s built through daily actions, consistent communication and small behaviour shifts that add up over time.

This article explores how to embed culture across the employee lifecycle, from recruitment and onboarding to communication, recognition and performance management, so it becomes part of everyday working life.

Culture isn’t built by pizza Fridays and team activity days. It’s created through shared purpose, lived values and tangible behaviours that shape how people work together every day.

This article explores how to co-create culture with your team, defining what you stand for, how you behave, and the small rituals and stories that build belonging.

Culture is built on belonging. When people feel valued, connected and part of something bigger, they give their best energy. But culture can drift or turn toxic when what’s said no longer matches what’s done.

This article explores how to recognise when culture needs attention, and five practical steps leaders can take to rebuild trust, connection and performance.

Change doesn’t just rely on leaders - it happens through teams.
This third and final article in the Rethinking Change series explores how teams can take shared ownership of change by connecting to purpose, working together effectively, and staying resilient through uncertainty.

When teams lead change collectively, they build stronger relationships, greater trust and lasting results.

For managers and leaders, the challenge isn’t just delivering change; it’s helping people stay steady and engaged while everything moves around them.

This article shares six practical, people-first tools to help you lead change confidently keeping communication open, morale strong and progress visible.

When we think about managing change, it’s we often focus on the practical process: the plans, the steps, the models.
But change is about people and rarely succeeds when we forget the human side. This article explores how to lead people through change, and how to deal with resistance or change fatigue