TEG UK

TEG UK TEG UK, (Behavioural Leadership Development). Immersive learning, leadership, and change management for large businesses.

This week we're being inspired by Andy Grove.He famously needed a management method to transform the way teams worked. H...
27/05/2026

This week we're being inspired by Andy Grove.
He famously needed a management method to transform the way teams worked. He developed a radically different approach that changed not only Intel but other organisations for decades to come. Grove believed that for feedback to be genuinely useful, it had to be completely devoid of sugarcoating. He argued that you must "listen to the noise" and confront unpleasant realities head-on, because avoiding conflict is incredibly expensive for your organisation.

Our local business worth understanding this week is Bendalls Engineering, we're loving their "Skills Academy" and their paid apprenticeships.

This week we're reading "Radical Candor" by Kim Scott. We're excited about being explicit - instead of the vagueness that surrounds so many managerial snap responses... and we visit Levens Hall for the Topiary Garden.

Read this week's Newsletter 1st comment.

Feedback often fails because it arrives too late, sounds too vague, or leaves people unsure what to do next. In complex ...
26/05/2026

Feedback often fails because it arrives too late, sounds too vague, or leaves people unsure what to do next.

In complex operational environments, that is a problem.
A missed handover detail.
An unclear decision.
A risk raised too quietly.
A meeting that ends without ownership.
None of these moments may look serious on their own. But if leaders do not name the behaviour, explain the impact and make the next action clear, those moments can become normal.

This week’s TEG article looks at feedback that lands, how to make it specific, timely and usable.

Change does not fail because the strategy looked weak on paper.It usually fails because people return to the same behavi...
21/05/2026

Change does not fail because the strategy looked weak on paper.

It usually fails because people return to the same behaviours that created the original problem...

Are you the blocker, the problem that is stalling your business?

In this blog post (long read) I'm saying that change needs evidence, not hope. And I'm giving you 5 activities to follow to stop the change required from stalling.
(1st comment)

Many infrastructure transformation programmes start to slow down when the work reaches the people who have to deliver it...
19/05/2026

Many infrastructure transformation programmes start to slow down when the work reaches the people who have to deliver it.

If you want the work-around read our latest blog post (1st comment)

Decision making under pressure is hard - you don't need concepts you need to rehearse to make sure it all works when thi...
18/05/2026

Decision making under pressure is hard - you don't need concepts you need to rehearse to make sure it all works when things get hard.

Being calm is a leadership skill (it's not a personality trait). And today we share in our latest blog post on the pract...
15/05/2026

Being calm is a leadership skill (it's not a personality trait). And today we share in our latest blog post on the practical steps you can take now to hone your skills.
(1st comment)

20/04/2026

In your experience, what builds more trust in a leader, technical authority or behavioural clarity?

A team can respect someone’s knowledge and still not trust their leadership. This is a distinction many organisations mi...
20/04/2026

A team can respect someone’s knowledge and still not trust their leadership.

This is a distinction many organisations miss, especially in engineering or professional organisations where expertise carries status.

We often see people promoted because they know the most, not because they create clarity, trust, ownership and stronger performance in others.

I’ve written a new piece for TEG on what trust in leadership actually looks like in operational teams, and why strong leaders are often the ones who rely best on the expertise around them. (1st comment)

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