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26.04.26

Inclusion starts with how we listen

Listening is often treated as a skill. The evidence suggests it is something far more complex, and far more human. A 2026 study by Moin and colleagues, published in Behavioral Sciences, analysed over 200 listening training resources and uncovered a critical insight. High quality listening is not just about what we do, it is shaped by an ongoing tension between our behaviours, our mindset, and our internal reactions....

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26.04.26

What 60 years of research tells us about work stress

Clarity at work is often treated as a given. The evidence suggests otherwise. A large scale meta analysis published in the Journal of Applied Psychology synthesised 60 years of research across 515 studies and nearly 800,000 employees to better understand role stress in organisations....

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17.04.26

Neuroinclusion and intersectionality in the workplace

Inclusion is rarely experienced through a single identity, yet much of how organisations approach it still assumes exactly that. A 2026 narrative review by Calvard and colleagues, brings this into sharp focus....

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11.04.26

Rethinking meetings as spaces for inclusion

A 2026 review by Rogelberg and colleagues, synthesises thirty years of research on meeting science and offers a compelling insight. Meetings are not simply operational necessities, they are one of the most influential, and often overlooked, mechanisms through which inclusion is experienced at work....

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27.03.26

Not all expertise is what it seems

A recent paper by Mergen and colleagues (2026), published in Organization, introduces a powerful and timely concept: toxic experts. These are individuals who, despite appearing credible, use their perceived expertise to promote misleading or harmful claims, often for personal or commercial gain....

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20.03.26

How everyday interactions shape dignity at work

Dignity is not only lost in dramatic moments. It can also be eroded quietly, in everyday interactions that signal who is valued, and who is not. A recent study by Gatwiri and Kim (2026), published in the Australian Journal of Social Issues, offers a powerful lens on this....

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15.03.26

How does toxic behaviour become normal at work?

Most organisations do not set out to become toxic. Yet many end up tolerating behaviours that harm people, erode trust, and damage performance. A new paper by Mergen and colleagues (2026), published in the Journal of Occupational and Organizational Psychology, offers a powerful explanation....

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07.03.26

10 things to give up to make inclusive leadership not a constant fight but a source of joy!

Being an inclusive leader isn’t easy. It’s emotionally demanding, often lonely, and sometimes feels like swimming against the current. When your job is to challenge bias and make systems fairer, it’s easy to reach a point where you question whether you’re the problem. But you’re not - you’re part of the solution by being a disrupter!...

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27.02.26

Managing insecurity at the top: why inclusion sometimes means managing up

We often assume that power equals confidence. The evidence suggests otherwise.A recent Harvard Business Review article by Jeffrey Polzer and Dritjon Gruda explores a dynamic that many professionals recognise but few openly discuss: managing an insecure boss or colleague....

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21.02.26

The science behind empathetic leadership

Empathy is often described as a ‘soft’ leadership skill. But what does the evidence actually say about its impact at work?...

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Latest News

Inclusion starts with how we listen

What 60 years of research tells us about work stress

Neuroinclusion and intersectionality in the workplace

Rethinking meetings as spaces for inclusion

Not all expertise is what it seems

How everyday interactions shape dignity at work

How does toxic behaviour become normal at work?

10 things to give up to make inclusive leadership not a constant fight but a source of joy!

Managing insecurity at the top: why inclusion sometimes means managing up

The science behind empathetic leadership