Have you heard of the Dunning Kruger effect?

It's the theory (or rather, the observation) that there's nothing that gives us more confidence than a little teeny bit of knowledge. But quickly, with a teeny bit more knowledge, we realised that we don't know anything and our confidence plummets.

Feedback isn’t a formula, it’s a behaviour. And great behaviours rely on trust, timing, and intent, not checklists.

So, if you’re looking for a one-size-fits-all guide to feedback… you won’t find it here, and nor should you be expecting to. What you will find is a breakdown of what actually makes feedback work, and how you can start building a culture where it’s embedded.

In the wise, yet now somewhat ironic, words of three-time-bankrupt Katie Price, “Never underestimate the Pricey”. There's a financial cost to avoiding uncomfortable realities. More often than not, businesses avoid highlighting issues until they've reached boiling point.

“Bring your whole self to work”… Sounds lovely, doesn't it? But I’ve got to tell you, I hate it. And so I, a whole-self-confessed annoying and foul-mouthed clown, would like to dissect this invitation to parade your quirks down the office corridors.

Redundancy is a type of dismissal. It becomes relevant when business circumstances mean your team size, shape, and requirements have to change. It could be a dip in revenue, changes to the type of work you’re getting, a location change, or even a closure. Redundancies should always be an absolute last resort, and they’re really easy to get wrong.

Picture the scene: You have a team member who is consistently off the charts when it comes to hitting targets. They’re ambitious, they’re tenacious, they’re bringing in the big bucks. But they're also the epicentre of most conflicts within the team.

It all begins with an idea.