LIW

05/06/2026

Coaching, Feedback, Difficult conversations. But what if that's the wrong place to start?

LIW's Lead Designer, Kathryn Loadsman explores why the most impactful leadership development begins long before the design phase. Before workshops, before learning objectives, and before selecting a provider, there is a more important question to answer "what business outcome are we actually trying to create"? If you're shaping leadership initiatives, writing learning briefs, or commissioning programs, this may change how you approach the process entirely.

Read the full blog here:

In this article we share the latest insights ideas and our approach to Why Designing Better Leadership Programs Starts Before the Design. Dive into this leadership article for more.

04/06/2026

The L&D Symposium is just around the corner, and our very own Jennie Brown is sharing a quick look at what she's most excited about and exactly what to expect from the LIW team in the Hunter Valley this June. If you are attending, make sure to catch her. Jennie absolutely loves a good chat.

03/06/2026

We are genuinely thrilled to be heading to the Hunter Valley this June for the L&D Symposium! As a Platinum Sponsor, our CEO, Dan Meek, shares that we are deeply proud and grateful to be able to support this open, forward-thinking event our community needs right now to tackle the real-world challenges of modern leadership. We can’t wait to share a few days with everyone.

01/06/2026

We are thrilled to share that LIW is joining this year's L&D Symposium at the Hunter Valley on June 16–17 as one of the Platinum Sponsors.

For us, this sponsorship isn't about a logo on a banner it's a deep commitment to supporting the community that shapes the future of work.

We believe that leadership can transform the daily experience of work, and we are honored to have a platform to listen, learn, and share alongside the most passionate practitioners.

26/05/2026

Global leadership programs are some of the most ambitious work organisations take on. They stretch across cultures, time zones, stakeholder groups, and competing priorities, all while trying to create something deeply human: meaningful learning experiences that genuinely change how people lead. In this latest blog, Jennie Brown, Managing Consultant, facilitator, and coach at LIW, reflects on the hard-won lessons that years of global delivery have taught her about leadership, partnership, trust, and what truly creates impact at scale.

From facilitator communities and operational excellence to the quiet importance of preparation and client trust, this piece speaks directly to facilitators, coaches, HR leaders, and organisations navigating the complexity of leadership development globally.

Read the full blog to explore the lessons behind the work:

In this article we share the latest insights ideas and our approach to 7 Hard Won Lessons I’ve Learnt from Years of Delivering Global Learning Programs . Dive into this leadership article for more.

13/05/2026

What if financial health wasn’t owned by one department, but understood by everyone?

The strongest teams don’t hide the numbers. They create clarity around them. Because when people understand how the business works, they make better decisions, take greater ownership, and contribute more meaningfully.

Transparency builds trust. Shared understanding builds accountability.

How confident is your team in understanding the business behind the work they do every day?

Read this month's blog: "What My Role as Finance Manager (at a Leadership Company) has Surprisingly Taught Me about Leadership".

Link:

In this article we share the latest insights ideas and our approach to What My Role as Finance Manager (at a Leadership Company) has Surprisingly Taught Me about Leadership. Dive into this leadership article for more.

03/05/2026

Are your leadership programs building adaptive, practising leaders? Or still delivering content and hoping it transfers?

Leadership development only works when it's practical, contextual, and lived. And one of the most useful reframes from our 2025 research project, in collaboration with LSE's Department of Management HRO Links Business Project is this: leadership isn't a trait you either have or you don't. It's a set of practices. And practices, by definition, can be practised.

If leadership is teachable through micro-behaviours, reflection, and real-world application, then every organisation has the ability to build it at scale.

Over the past two weeks we've shared the research behind LIW's Four Practices: Be Present, Stay Curious, Make Conscious Choices, and Keep Experimenting. Together they form a system, grounded in 30 years of practitioner experience and validated through our ongoing research partnership with LSE.

Scan the QR code in the image below or click the the link in the comment to download the report, or book a call with one of our Managing Consultants to explore what this could look like for your organisation.

26/04/2026

Most leadership programs teach people about leadership. Our latest LSE research tells us that's not enough.

Through our 2025 research project, in collaboration with LSE’s Department of Management HRO Links Business Project, our study surfaced four recommendations for organisations serious about building capability:
• Make leadership teachable. Focus on micro-behaviours, not abstract traits
• Prioritise lived experience. Embed learning where work happens
• Build reflection into practice. Use intention to drive action
• Train adaptive capacity. Know when to deploy each practice
• That last one is worth sitting with. Adaptive capacity means reading the moment. Knowing when to stay curious versus when to decide. When to be present versus when to experiment.

It's a shift from knowing to doing, and from intention to meaningful impact in context.

Download the report (link in comments) or book a conversation with one of our Managing Consultants.

21/04/2026

Does your organisation use the language of "team" while measuring success through individual KPIs?

It’s a common disconnect in organisational design: a structure that encourages looking after oneself first, while the values on the wall call for collaboration. Our CEO, Dan Meek, explores this friction and shares why LIW deliberately moved away from traditional performance frameworks to ensure our actual ways of working align with our deepest conviction—that above all, we are a team.

By exploring whether our systems produce the behaviours we truly want, we’ve built a model centred on shared conditions for success and continuous, candid feedback. This shift doesn't reduce accountability; instead, it demands a more honest and frequent version of leadership that moves in the flow of real work.

Curious about how to bridge the gap between individual performance and collective impact? Read this month’s blog for a fresh perspective on leadership and teamship:

In this article we share the latest insights ideas and our approach to We Teach Leadership. Here’s Why We Don’t Use Performance Reviews.. Dive into this leadership article for more.

19/04/2026

What does great leadership actually look like in practice?

For the past eight years, LIW has partnered with the London School of Economics, combining academic rigour with real-world leadership practice. Our 2025 study tested LIW's Four Practices (Be Present, Stay Curious, Make Conscious Choices, and Keep Experimenting) by exploring which deliberate leadership actions drive real impact.

Not personality traits. Not abstract competencies. Observable behaviours leaders can learn and repeat.

What stood out? Each practice becomes more powerful when used in concert with the other three. They're not a menu. They're a system. And when used together, they don't just change behaviour, they shift the environment leaders create around them.

We've distilled the key findings into a short, practical report, which you can download (link in comments), and book a call with one of our Managing Consultants if you’d like to chat more.