I was looking at some previous leadership materials I used in my coaching and development works in order to design a new programme of work for an organisation that wants to support its leaders in being more empowering in their roles. Which led me to think about the traits of the most empowered leaders I have worked with. Some were empowered before we worked together, others afterwards and still there were 6 traits that were so easy to identify. And in keeping with the topic of power and leadership, I thought a second article would be helpful.

WE CAN PROBABLY…


A Leadership Team, Power and Performance

Mini Case Study: Power, Leadership, and Performance

Initial Problem: Leadership team not working well together, low performance, decisions taking too long, and limited innovation or leadership occurring.

Problems with performance and team effectiveness can often be traced to psychological safety and more importantly power. Who has it, who wants it, and what behaviors are rewarded with power — these are all crucial to organisational development.

I remember being brought in to work with a team that was not performing as well as expected. As I began working with the small leadership team we uncovered the root cause of the performance issues. This team was responsible for delivering a product related to people’s health.


Inclusion is complex despite the positivity surrounding it and the recent promoting of inclusion within organisations. To develop ways of living and working inclusively we need to start with that standpoint.

An example of this would be an organization that requires its people to be inclusive, with a focus on religious competence and respect for teh purpose of explaining this piece. Yet, that can counteract with some religious beliefs, in and of itself. …


It is easy to avoid diversity and inclusion when it doesn’t feel aligned with your experience or if you feel that what is represented in those conversations somehow isn’t related to you.

This is a basic human response — Does it have anything to do with me? Does it benefit me? Does it reaffirm my view of myself?

Whether you belong to a minority group(s) and/or mostly identify with the majority groups the ability to choose not to care about diversity and inclusion yours or others … is a privilege.

The ability to assess if its relevant to you is a privilege.

I know this because while developing Diversity Beyond the Obvious…


Fear in and of itself is not a bad thing. On the most basic level, it protects us from possibly dangerous consequences, such as getting burned by the fire or getting hurt in combat.

The same principle applies to the topic of failure. Everyone reading this article has failed and will fail again at something, sometime in the future. For some people, the fear of failure becomes such a significant psychological threat that it overpowers their motivation to succeed.

The fear of doing things wrong can cause many people to sabotage their chances for success, often unconsciously.

Most leaders, experience a fear of failure at some point in their leadership duties. “Fear” and “failure” are not dirty words…


Hands of different people laying side by side on a wooden table top.

In this weeks episode of the Tilted Coaching podcast, in a snapshot, I speak about the impact of cognitive bias on being inclusive and how positive intentions, aren’t enough.

Each one of us has our own cognitive bias and as I continue to work around the topic of Inclusive leadership it is becoming increasingly obvious to me, that even those of us who feel like we have a handle on our own bias, can act out of bias unknowingly and mainly towards groups or individuals we have less understanding of.

You can Listen here to the 3-minute podcast.

One of…


Conflict can be described as something which is inevitable, but at the same time necessary and often required. Conflict offers us the opportunity to see opposing or different views from different perspectives, to bring understanding and awareness into the impact or the agenda of each party, and it offers us the opportunity to progress beyond our own current understanding.

However, often in organisations when conflict occurs, it becomes personalised and a position of war or unhealthy ground, instead of healthy conflict. The reason for it becoming personalized we will delve into next.

Often the content of the conflict has very…


Emotional intelligence is spoken about frequently in organisations, leadership development and soft skills training. It is considered the ultimate skillset that somebody requires to gain promotions into supervision, management and leadership roles. It’s discussed in 360 reviews and performance coaching.

The reason for this is that the benefits of emotional intelligence to an organisation have a direct impact on employee engagement and retention while also being able to be traced back to profit margins.

Some would go as far as saying that emotional intelligence reduces the likelihood of bullying in the workplace and the consequential lawsuits that might follow for…


We are all inevitably entrenched in today’s high feedback, high output culture.

There is an enormous pressure to accept feedback and continuously adapt to it at the same pace as we receive it.

Indeed, the cultural shift towards making immediate micro-adjustments in real-time increases the urge in all of us to take everything to heart and make drastic emotionally-driven changes within ourselves without much discernment.

It is essential for our mental health and wellbeing as well as our performance that we evolve the way we hear, understand, and respond to feedback.

Developing an informed process around receiving and implementing other…


Why management is confusing and difficult at times.

Effective management is essential for development, decision making, and problem-solving. It is a continuous learning process and requires strong communication and adaption skills. This will allow a manager to successfully transfer information, goals, and tasks to another person. Figuring out an effective leadership strategy can be confusing and difficult because it is a team effort and everyone involved has a part.
There are three important aspects of the management process:

The manager

The person being managed

The space between where the relationship dynamic is set up. …

Sile Walsh HDip, MSc

Executive & Leadership Development Specialist for Individual & Organisational Performance. www.silewalsh.com Podcast: Tilted Coaching #Coachingpsychology

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