Work's Not Working... Let's Fix It! – Details, episodes & analysis

In this episode of Work’s Not Working… Let’s Fix It!, Siân Harrington sits down with Tom Kegode – former People & Places Culture Transformation Lead at Lloyds Banking Group – to challenge one of the most overused ideas in corporate life: transformation.

Despite the slide decks, the roadmaps and the change programmes most organisations aren’t actually transforming. They’re stuck in cycles of exhaustion, over-promising and initiative-fatigue. Tom argues that the real fix lies somewhere very different: evolution.

Across his career – from innovation teams to workforce design to hybrid work strategy –Tom has learned that change doesn’t happen through grand programmes. It happens through curiosity, co-creation and short, sharp experiments that shift how people work in the real world. And sometimes it starts as simply as walking into an executive meeting in a green Adidas track top and a baseball cap – his signature signal of “friendly disruption” designed to open up new conversations. 

In this episode, we explore:

• Why the idea of “transformation” gives leaders false confidence
• How evolution reduces burnout, boosts wellbeing and creates psychological safety
• What Tom learned from redesigning Lloyds’ hybrid model – including why the first iteration didn’t work
• How “unboxing your week” helps people use office time intentionally
• Why learning cultures aren’t built through hours-tracking but through collective, experiential learning
• The real lever for culture change: co-creation, agency and protected learning time
• What Kenya’s young, optimistic workforce taught Tom about adaptability and the future of work
• Why curiosity is a muscle that anyone – at any stage – can build

Whether you’re leading a transformation programme, navigating hybrid work or simply trying to make change stick inside a large organisation, this episode offers practical insight into how work actually evolves and how leaders can make that evolution faster, healthier and more human.

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In this episode of Work’s Not Working… Let’s Fix It!, Siân Harrington sits down with Steven D’Souza – award-winning educator, executive coach and senior partner at Korn Ferry – to explore a question few leaders dare to ask: what if the problem isn’t our systems or strategies… but ourselves?

Because as Steven explains, every leader carries a “shadow” – the unseen habits, fears and defences that quietly shape decisions, relationships and culture. When ignored, these shadows can derail even the smartest leaders. When understood, they can become a source of wisdom, empathy and real change.

Drawing on psychology, biology, culture and meaning, Steven reveals how our past shows up in the present – from childhood messages that still drive our behaviour, to toxic corporate patterns that reward overconfidence and silence feedback.

Together, we unpack:

• Why strength under stress so often becomes a weakness in disguise
• How organisational cultures create their own “blind spots” and ethical drift
• What leaders can do to confront their shadow and build healthier, more human workplaces.

Key Takeaways

• Every leader has a shadow – the part they suppress or deny – and it always shows up at work.
• Most derailment isn’t about incompetence but about unexamined patterns under stress.
• Toxic culture thrives when leaders reward results and ignore behaviour.
• Emotional literacy, self-awareness and courage to receive feedback are core leadership skills.
• The future of leadership isn’t perfection – it’s wholeness: knowing both your shadow and your light.

Whether you’re a CEO, manager or HR leader this episode will change how you think about leadership maturity and what it really means to be whole at work.

Interested in insights about people leadership, HR and the future of work?
Seize and shape the future of work with The People Space, a leading digital HR magazine for forward-thinking leaders. We empower you to put people at the heart of work, navigating the evolving intersection of technology, business and human insight. Join us in building a future where people and machines collaborate for a more human-centric workplace

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In this episode of Work’s Not Working, Siân Harrington sits down with Steve Hearsum to debunk one of the most seductive myths in leadership and organisational change – the myth of the "silver bullet." From tales of vampires and werewolves to the Lone Ranger’s legendary single shot, Steve uses storytelling to explore why leaders are so often tempted by the idea that a single, magical solution can solve their organisation’s most complex problems.

Steve takes aim at quick fixes, challenging the traditional ways leadership development is approached and questioning why companies are still pouring millions into programmes that deliver little more than "better sameness." He highlights the flawed model of consulting firms that run on the backs of "grinders, minders and finders," revealing how this dependency perpetuates superficial change rather than real transformation. 

The conversation also tackles the role of AI in organisations, as Steve asks whether AI is being hailed as the next silver bullet – spoiler: it’s not. He explains why our obsession with technological solutions often distracts from addressing the deeper human challenges in leadership and change.

Steve doesn’t shy away from uncomfortable truths, pointing out the existential fear that drives leaders to look for certainty and quick solutions. 

Key Takeaways

• The Myth of the Silver Bullet: Using metaphors from folklore and myth, Steve explains why the search for a single perfect solution – whether it’s in leadership or AI – fails to address the complexity of organisational challenges.
• Grinders, Minders and Finders: Steve critiques the consulting industry’s business model, which prioritises profit over genuine capability-building, creating a cycle of dependency rather than true leadership growth.
• The Problem with Performative Leadership Development: Many leadership programmes are disconnected from real-world challenges, focusing on theory rather than practice. Steve advocates for reflexivity and applied learning.
• AI: Not the Next Silver Bullet: While AI has potential Steve warns against seeing it as a magic fix for organisational problems. Leaders must focus on how technology supports human intelligence, not replaces it.
• Leadership in a Complex World: Effective leadership isn’t about following rigid frameworks, it’s about navigating uncertainty, challenging assumptions, and being willing to step into the discomfort of not knowing.
• HR’s Role in Change: HR departments can fall prey to the allure of quick fixes, but they also mirror the wider leadership culture. Steve urges HR to ask uncomfortable quest

Interested in insights about people leadership, HR and the future of work?
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In this episode of Work’s Not Working Siân Harrington speaks with AI and leadership expert David De Cremer about the challenges business leaders face when integrating AI into the workplace. They explore how the rush to adopt AI can often miss the mark by focusing too much on technological solutions and not enough on the human elements that make successful AI integration possible.

David argues that leaders are often overwhelmed by AI’s potential and mistakenly delegate the responsibility to tech experts, which results in a lack of alignment between AI’s use and the organisation’s business goals. He highlights the need for an "AI-enabling" culture, where AI serves human intelligence rather than replacing it, and stresses that ethical and human-centred approaches are essential for long-term success.

Throughout the conversation David shares practical strategies for fostering a balanced approach to AI adoption, ensuring that it augments human creativity and decision-making. He also touches on how leaders can upskill their teams, manage the risks of over-reliance on AI and avoid the pitfalls of treating people as mere data points.

Key Takeaways

• AI as an enabler, not a replacement: David emphasizes that AI should be seen as a tool to support human decision-making rather than something that diminishes human involvement. Leaders must create AI-enabling cultures that put people first.
• Leadership’s role in AI adoption: Leaders often feel disconnected from AI implementation, delegating it to tech teams. David highlights the importance of leaders being AI-savvy, actively participating in the process and aligning AI use with business goals.
• Human-centred leadership: The conversation underscores that AI adoption should not reduce employees to data points. Ethical upskilling and clear communication about AI’s role are critical to maintaining trust and employee engagement.
• Balancing innovation with responsibility: David warns of the dangers of rushing into AI adoption due to competitive pressures. Thoughtful implementation that considers both the opportunities and challenges of AI is key to realising its benefits.
• Soft skills in the AI era: As AI takes on more technical tasks, soft skills like empathy, creativity and collaboration become even more important. Leaders must foster these skills in themselves and their teams to thrive in an AI-driven future.

About David De Cremer

Professor David De Cremer is a world-renowned expert in leadership and organisational transformation in the AI era and author of

Interested in insights about people leadership, HR and the future of work?
Seize and shape the future of work with The People Space, a leading digital HR magazine for forward-thinking leaders. We empower you to put people at the heart of work, navigating the evolving intersection of technology, business and human insight. Join us in building a future where people and machines collaborate for a more human-centric workplace

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In this episode of Work’s Not Working, Siân Harrington and inclusion expert Paul Anderson Walsh explore the challenges of managing five generations in the workplace and the need for adaptive leadership. They highlight the different expectations and perspectives of each generation, from Traditionalists to Gen Z, and the impact of these differences on work and leadership styles.

The conversation touches on biases and stereotypes associated with different generations and discusses five key approaches: guided leadership, mentoring, participation and recognition, hands-off leadership and coaching support. They also touch on the specific challenges faced by Generation X and the potential impact of Generation Alpha in the future – and look at examples of companies successfully adapting their approach. 

Key Takeaways

• Intergenerational differences: The varying expectations and values across different generations in the workplace, from traditionalists to Generation Z, and the upcoming Generation Alpha. Paul highlights that each generation has distinct views on work, career growth and institutional trust.
• Leadership adaptation: Paul emphasizes the importance of inclusive leadership that is personalized to meet the needs of each generation. He argues against a one-size-fits-all approach and advocates for hyper-personalized leadership strategies, which he refers to as "one-size-fits-one."
• Observational leadership: The concept of "observational leadership," which he describes as a balance between maintaining strategic oversight ("Eyes On") while empowering employees to operate independently ("Hands Off"). This approach aims to respect the autonomy of each generation while ensuring they feel supported.
• Leadership styles for different generations: Different leadership styles tailored to each generation, from mentoring for mature workers to transparency and integration for Generation Z. Paul emphasizes the need to adjust leadership strategies based on the generational composition of the workforce to foster collaboration and innovation.
• Practical recommendations: The discussion concludes with practical advice for leaders and HR professionals on how to better support a multi-generational workforce. This includes adopting reciprocal mentoring programmes, establishing shadow boards to involve younger employees in strategic decision and focusing on resourcing employees as individuals rather than merely managing them as resources.

About Paul Anderson-Walsh

Paul Anderson-Walsh is the CEO of ENOLLA Consulting, a consultancy helping organisat

Interested in insights about people leadership, HR and the future of work?
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In this episode of Work’s Not Working, Siân Harrington speaks with Blaire Palmer about the outdated Victorian beliefs and practices still influencing modern workplaces. Despite technological and societal advancements, many organizations remain entrenched in old paradigms, treating employees like second-rate machines. Blaire argues that these antiquated beliefs prevent true evolution in work practices, affecting everything from productivity measurements to hierarchical structures.

The discussion explores how these outdated practices impact employee engagement and wellbeing and introduces the concept of organizational citizenship versus autonomy. Blaire shares insights on fostering a more trusting and human-centric work environment and delves into the necessity for radical shifts in leadership approaches.

Key Takeaways:

• Outdated Victorian beliefs: Many organizations still operate under Victorian-era work paradigms that emphasize productivity and efficiency over human-centric approaches. Practices like clocking in and out, hierarchical structures and time and motion studies were developed during the Industrial Revolution and continue to influence modern workplaces.
• Impact on employee engagement: Treating employees like machines and imposing strict processes hinder their ability to perform their best work. Genuine engagement requires organizations to create environments where employees can find meaning and purpose in their work.
• Organizational citizenship vs autonomy: Blaire introduces the concept of organizational citizenship, which emphasizes belonging and responsibility over self-centered autonomy. Trust is essential in fostering a culture of citizenship, where employees feel valued and empowered to contribute.
• Challenges in shifting work practices: The pandemic highlighted the potential for more flexible work arrangements but many organizations reverted to old practices. Leaders need to push decision-making down the organization and support employees in developing their decision-making skills.
• Practical steps for leaders: Leaders should envision the legacy they want to leave and take brave steps to create more human-centric workplaces. Addressing core tensions in the organization and involving employees in problem-solving can lead to meaningful changes. Encouraging autonomy and trust by refraining from making all decisions and pushing responsibilities down to employees.

About Blaire Palmer

Blaire Palmer is a former BBC journalist turned organizational culture and leadership specialist. She has worked with numerous organizations over the past 24 years, helping t

Interested in insights about people leadership, HR and the future of work?
Seize and shape the future of work with The People Space, a leading digital HR magazine for forward-thinking leaders. We empower you to put people at the heart of work, navigating the evolving intersection of technology, business and human insight. Join us in building a future where people and machines collaborate for a more human-centric workplace

• Sign up for our free fortnightly newsletter on the future of work, human-centric organisations and people-first leadership
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• Are you an HR professional seeking to raise your profile or thinking of becoming an independent consultant? I can help!
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In this episode Siân Harrington speaks to Sophie Williams about the  concept of the glass cliff, where women and marginalized groups are often hired in leadership roles when a business is already underperforming, setting them up for failure. It delves into the impact of the glass cliff on women in the workplace, the reasons behind it and the implications for organizations. The discussion also covers practical advice for HR leaders and individuals to mitigate the glass cliff and create more inclusive work environments.

Key takeaways:

• Women are now in regression, not progression, around the world
• The glass cliff phenomenon sets up women and marginalized groups for failure by hiring them in leadership roles during times of organizational crisis
• The impact of the glass cliff extends beyond individual experiences to the broader implications for workplace diversity and organizational culture
• The Great Break-Up: why women in leadership positions are leaving organizations
• The need for organizations to create more inclusive work environments and recognize the value of diverse leadership perspectives
• Practical steps for both HR leaders and individuals to mitigate the effects of the glass cliff

About Sophie Williams

Sophie Williams is the author of the new book The Glass Cliff, which draws on almost 20 years of research from around the world on The Glass Cliff phenomenon. She is a former global Leader at Netflix and has held the titles of COO and CFO in London advertising agencies. Williams is also author of Millennial Black & Anti-Racist Ally, a TED Speaker, the voice behind Instagram’s @OfficialMillennialBlack, and part of the UN Women UK’s delegation to the Commission of the Status of Women conference in 2023 and 2024.

Interested in insights about people leadership, HR and the future of work?
Seize and shape the future of work with The People Space, a leading digital HR magazine for forward-thinking leaders. We empower you to put people at the heart of work, navigating the evolving intersection of technology, business and human insight. Join us in building a future where people and machines collaborate for a more human-centric workplace

• Sign up for our free fortnightly newsletter on the future of work, human-centric organisations and people-first leadership
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• Are you an HR professional seeking to raise your profile or thinking of becoming an independent consultant? I can help!
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In this episode Siân Harrington speaks to Laura Ashley-Timms about the importance of asking good questions as a management superpower. Laura highlights the challenges faced by managers in today's complex and rapidly changing work environment and the need to reinvent the traditional command and control culture of management. She introduces the concept of the Frankenstein manager, who is made up of bits and pieces of knowledge and experience, and explains why organisations are not set up to ask the right questions. Laura presents a practical framework for developing the superpower of asking questions and driving action, and shares the results of a research study that demonstrates the effectiveness of operational coaching.

Key Takeaways

• 75% of bosses are accidental managers with no formal training in people management or leadership
• Employee engagement is stagnating, with only 23% of global employees being engaged
• Accidental managers are ill-equipped to deal with the complex and rapidly changing work environment
• The traditional command and control culture of management needs to be reinvented to focus on asking powerful questions
• Operational coaching, which involves an inquiry-led approach and asking the right questions, can drive performance and productivity increases
• A research study found that managers who underwent operational coaching increased the time they spent coaching by 70% and improved their skills in all management competencies
• Operational coaching can lead to positive organisational outcomes, such as improved retention and increased employment
• Asking powerful questions will become even more important in the age of AI, as it is crucial for getting the most out of AI and making informed decisions.

About Laura Ashley-Timms

Laura Ashley Timms is the chief operating officer of performance consultancy Notion and an expert on how to leverage operational coaching behaviours across organisations to drive commercial results and improve productivity and engagement levels. She has helped leaders and managers in over 40 countries to implement the award-winning STAR® Manager programme, has been recognised as one of the UK’s top executive coaches and as one of 40 outstanding global women. More recently she is co-author of management bestseller The Answer is a Question.

Interested in insights about people leadership, HR and the future of work?
Seize and shape the future of work with The People Space, a leading digital HR magazine for forward-thinking leaders. We empower you to put people at the heart of work, navigating the evolving intersection of technology, business and human insight. Join us in building a future where people and machines collaborate for a more human-centric workplace

• Sign up for our free fortnightly newsletter on the future of work, human-centric organisations and people-first leadership
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• Are you an HR professional seeking to raise your profile or thinking of becoming an independent consultant? I can help!
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In this episode, Siân Harrington speaks with Rob Briner about the challenges and benefits of adopting an evidence-based approach in HR. They discuss the focus on HR fads and the need to shift towards a more informed and effective HR practice. They explore the role of data and analytics in evidence-based HR and the mindset and skills required to implement this approach. They also highlight areas of HR that are poorly evidenced and discuss how taking an evidence-based approach can lead to more meaningful, healthy, inclusive and sustainable work.

 Key takeaways

·       Why HR fads are often ineffective and can be corrosive to the profession

·       How evidence-based HR involves looking at multiple sources of evidence, including data, personal experience, stakeholder input and scientific research

·       Challenges in implementing an evidence-based approach 

·       How data and analytics play a crucial role in evidence-based HR but it is important to consider the quality and relevance of the data

·       Areas of HR that are poorly evidenced include diversity and inclusion, employee engagement and leadership development

·       Some organisations are leading the field in evidence-based HR but there is still a need for more widespread adoption

·       Taking an evidence-based approach can help make work more meaningful, healthy, inclusive and sustainable by focusing on what is important and making better-informed decisions.

·       Three steps to help you start on the journey towards an evidence-based approach.

About Rob Briner

Rob is professor of organizational psychology at Queen Mary, University of London and associate research director at Corporate Research Forum (CRF). He is also currently a visiting professor of evidence-based HRM at Birkbeck (University of London) and professor at Oslo Nye Høyskole. He was previously co-founder and scientific director of the Center for Evidence-Based Management and has held positions at the Institute for Employment Studies, London School of Economics, King’s College (University of London), Bath University and University of Edinburgh. For more information on his recent work with the Corporate Research Forum on evidence-based HR please check out the Evidence-Based HR Knowledge Hub. 

Interested in insights about people leadership, HR and the future of work?
Seize and shape the future of work with The People Space, a leading digital HR magazine for forward-thinking leaders. We empower you to put people at the heart of work, navigating the evolving intersection of technology, business and human insight. Join us in building a future where people and machines collaborate for a more human-centric workplace

• Sign up for our free fortnightly newsletter on the future of work, human-centric organisations and people-first leadership
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• Are you an HR professional seeking to raise your profile or thinking of becoming an independent consultant? I can help!
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In this episode, Siân Harrington speaks to innovation expert Cris Beswick about misconceptions about innovation and how the way we approach it today is not delivering the outcomes businesses want.

Cris emphasises that innovation is not just about new products or technology. He defines innovation as the introduction of new or different solutions that solve genuine problems and add value.  He highlights the importance of innovation in today's rapidly changing business landscape and explains why it is crucial for organisations to focus on it.

Cris also addresses the challenges in approaching innovation, the role of leadership and the need for a culture of innovation. And he shares practical steps for leaders to foster innovation within their organisations.

Key takeaways:

• Innovation is not just about new products or technology; it is about introducing new or different solutions that solve genuine problems and add value
• Innovation is vital for organisations to thrive and stay competitive in today's rapidly changing business landscape
• Organisations needs to focus on how owns, drives and contributesto the innovation agenda
• Why does everyone blame the 'permafrost' middle manager? Managers are frozen by the system around them
• Innovation should not be limited to a specific department or team; it is a capability that should be embraced by everyone in the organisation
• You can't build a culture of innovation, so what do we mean by that phrase? Building a culture of innovation requires a clear purpose, conscious leadership decisions and alignment of processes, practices, behaviours and culture
• Why HR needs a seat at the innovation table
• Practical steps you can take to become more innovative.

About Cris Beswick

Cris Beswick is a leading thinker and strategic advisor on innovation leadership and culture and a pioneer in the field of measuring corporate innovation maturity. He’s the co-founder of innovation advisory firm Outcome and best-selling author of Building a culture of Innovation.

Interested in insights about people leadership, HR and the future of work?
Seize and shape the future of work with The People Space, a leading digital HR magazine for forward-thinking leaders. We empower you to put people at the heart of work, navigating the evolving intersection of technology, business and human insight. Join us in building a future where people and machines collaborate for a more human-centric workplace

• Sign up for our free fortnightly newsletter on the future of work, human-centric organisations and people-first leadership
• Follow Siân on LinkedIn
• Are you an HR professional seeking to raise your profile or thinking of becoming an independent consultant? I can help!
• HR vendor or consultant? Check out how I can help you reach senior HR leaders
• Follow The People Space on Facebook