Author: Glenis
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Soft Power, Cultural Capital, Service and the Recent Royal Visit: Insights for Senior Leaders Developing Their Practice
How soft power, cultural capital and servant leadership were visible during the recent royal visit, and how these capabilities help senior leaders build trust, steady their teams and expand their leadership range through intentional development.
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Misreading Negativity: How Vigilance Shapes Team Dynamics
When someone seems glum or hard to approach, it’s often vigilance rather than negativity. This post reframes depressive realism as a protective stance and offers three practical ways for leaders to engage these colleagues without avoidance or pressure for positivity. The video draws on Rachel Msetfe’s research into depressive realism and how risk‑sensitive individuals can…
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Introducing the Leader Performance Visualisation Series: Somatic Practices for Modern Leadership
A new series of somatic leadership visualisations designed to help leaders build clarity, calm, and presence through short, embodied practices. This post introduces the purpose behind the series and how it supports modern leadership.
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Denise Is My Middle Name, Not Dennis -And Why Mislabeling Team Is a Leadership Menace
A childhood mix‑up about my own name becomes a leadership insight into how senior teams often mislabel themselves — and why the difference between a working group and a true senior leadership team matters for performance and organisational credibility.
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Art, Inquiry and Organisational Life: Investigating What Art Does Inside Senior Teams
My recent ACE R&D application has clarified just how important my intended research is: it examines how Artful Artefacts™ helps senior teams surface hidden dynamics, strengthen cohesion and deepen psychological safety inside organisational life. If you are curious about participating in this research or have a question about the process, I would welcome a conversation.
