Sally Foley-Lewis

Career Plateaus: Recognising When You're Stuck and How to Break Through
Sally Foley Lewis
September 17, 2025

Are you working harder than ever but feeling like you're running on a corporate treadmill? That promotion you've been eyeing seems to be getting further away, not closer. Your colleagues are zooming past while you're stuck in the same role, doing the same tasks you mastered years ago.

If this sounds familiar, you haven't hit a wall, you've hit a career plateau. And you're not alone.

Hybrid Teams Are Here to Stay. Is Your Culture Keeping Up?
Sally Foley Lewis
September 08, 2025

Hybrid teams are no longer the "future of work" they are work. But here's the kicker... if you're not intentionally maintaining your culture across both remote and in-office teams, it will default to the loudest, most visible voices. And that is rarely good news for everyone involved.

Global Recognition Awards
Sally Foley Lewis
July 06, 2025

Sally Foley-Lewis has been recognized with a 2025 Global Recognition Award for her exceptional achievements in leadership development, service, and mentoring, which have set new standards across the international business landscape. Her innovative frameworks and measurable results have empowered organizations and individuals, while her influence has extended beyond national boundaries. The award reflects a rigorous evaluation process, where Sally’s accomplishments were assessed against global benchmarks for innovation, impact, and ethical leadership.

Building Your Leadership Burger: How to Layer the Essential Ingredients for Success
Sally Foley Lewis
July 01, 2025

Middle managers are the burgers of the workplace, not just a filler between two buns, but where all the magic happens. Without the middle, organisations would be left with an empty bread bun. So how do we make sure your leadership burger isn't some soggy takeaway disaster, but rather a mouth-watering, nutritious masterpiece that has everyone coming back for seconds? Let's break down each ingredient and explore how you can develop them intentionally.

Career Plateaus: Recognising When You're Stuck and How to Break Through
Sally Foley Lewis
April 01, 2025

Are you working harder than ever but feeling like you're running on a corporate treadmill? That promotion you've been eyeing seems to be getting further away, not closer. Your colleagues are zooming past while you're stuck in the same role, doing the same tasks you mastered years ago.

What if your leadership style doesn't have to fit in a box?
Sally Foley Lewis
March 25, 2025

Ever feel like you're trying to squeeze yourself into someone else's leadership suit? Maybe it's time to tear up that old pattern and design something that actually fits you.

Traditional leadership models have their place , but today we're going to explore how breaking free from these constraints might be exactly what your team - and what you - need. Let's dive in!

The invisible bridge: why middle managers are the true heroes of corporate success
Sally Foley Lewis
March 25, 2025

Let's talk about something that might make you smile - have you ever thought about how much you have in common with a perfect burger? No, really! Just like the best part of a burger is that juicy middle, YOU are the flavourful centre of your organisation. You're where the real magic happens!

Are Gen Z Leaders the Key to Transforming Middle Management?
Linkedln
December 20, 2024

There’s a growing conversation in the workplace that’s impossible to ignore: will Gen Z step up to middle management, or will they change the game entirely? For businesses, this question matters more than ever. Middle managers  are the bridge between vision and execution, but Gen Z seems more hesitant than ever to take on these roles. Let’s dive into why, and how businesses can adapt to keep this promising generation engaged and thriving.

Why Skills Management Should Be Every Leader’s Priority
Linkedln
December 12, 2024

One thing I’ve learned through my years of working with middle managers and organisations is this: the key to sustained success lies in how well we develop and align our people’s skills. I recently came across an article on embedding skills management into company culture, and it struck a chord. The way we approach skills isn’t just a “nice-to-have”; it’s a necessity for thriving in today’s fast-paced world.

5 Training Tips to Empower Your Managers Today!
Linkedln
December 04, 2024

Let’s face it: middle managers are the backbone of every successful organisation. They’re the connectors, the motivators, and the leaders who translate big-picture strategies into real-world results. Yet, even the best managers can feel the pressure of being stuck in the middle—balancing executive demands with team expectations.

Do You Think Middle Managers Should Be Erased?
Linkedln
November 28, 2024

The gist? Amazon’s CEO, Andy Jassy, is leading a major shake-up aimed at flattening the org chart, cutting out middle managers, and theoretically making things “faster” and “leaner.” But, as tempting as a slimmed-down hierarchy may sound, I can’t help but feel we’re missing the point here – and a few vital people along the way!

Are Gen Z Leaders the Key to Transforming Middle Management?
Sally Foley Lewis
November 19, 2024

There’s a growing conversation in the workplace that’s impossible to ignore: will Gen Z step up to middle management, or will they change the game entirely? For businesses, this question matters more than ever. Middle managers  are the bridge between vision and execution, but Gen Z seems more hesitant than ever to take on these roles. Let’s dive into why, and how businesses can adapt to keep this promising generation engaged and thriving.

2025 is Approaching: Are You Ready to Lead Confidently?
Sally Foley Lewis
November 12, 2024

As you approach the end of another year, it’s the perfect time to reflect on your professional growth and consider how you can step up your skills as you move into 2025. In an ever-evolving world of work, particularly for middle managers, staying ahead means more than just maintaining the status quo—it’s about embracing the journey of continuous learning.

Curious Middle Managers: Unlocking Leadership Success
Sally Foley Lewis
November 05, 2024

When it comes to effective leadership, one often overlooked trait is curiosity. For middle managers, curiosity isn’t just a nice-to-have quality—it’s a game-changer. Imagine a leader as an explorer, navigating unknown terrains. The curious leader doesn’t stick to the well-worn path; they question, probe, and discover new routes that lead to innovation and progress. In fact, according to “Francesca Gino of Harvard Business School, 92% of respondents credited curious people with bringing new ideas into teams and organisations and viewed curiosity as a catalyst for job satisfaction, motivation, innovation and high performance.

The Unseen Role Models: Middle Managers and the Power of Constant Observation
Sally Foley Lewis
October 22, 2024

We often read about senior leaders, executives and the C-suite as being the role models of the organisation. However, what many middle managers might not realise is that they too are being observed far more than they think. Every decision they make, every action they take, and even the behaviours they display when they assume no one is watching contribute to the culture and dynamics of the workplace. As a result, middle managers are not just managing—they are constantly role modelling, whether consciously or not.

Want to Stand Out as a Middle Manager? Here’s How
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October 15, 2024

You know, being a middle manager is tough. You’re juggling the expectations of your boss, your team, and everything in between. I’ve been there, and I know how overwhelming it can feel. But here’s the thing – the middle isn’t a bad place to be. In fact, it’s where you can really shine and have the biggest impact on your team and your organisation.

The Good, Bad, and Ugly of Middle Managers’ Well-Intended Open-Door Policy
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September 30, 2024

The post The Good, Bad, and Ugly of Middle Managers’ Well-Intended Open-Door Policy appeared first on Sally Foley-Lewis.

Cultivating a Supportive Work Environment to Keep Top Talent
Linkedln
September 26, 2024

As leaders, your ability to communicate confidently about your skills and knowledge is paramount for establishing authority and influence.

Cultivating a Supportive Work Environment to Keep Top Talent
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September 23, 2024

The post Cultivating a Supportive Work Environment to Keep Top Talent appeared first on Sally Foley-Lewis.

Communicate Your Knowledge and Skills
Linkedln
September 19, 2024

As leaders, your ability to communicate confidently about your skills and knowledge is paramount for establishing authority and influence.

Communicate Your Knowledge and Skills
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September 16, 2024

The post Communicate Your Knowledge and Skills appeared first on Sally Foley-Lewis.

Mastering Retention: How to Build a Work Environment That Keeps Your Top Talent Engaged
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September 10, 2024

The post Mastering Retention: How to Build a Work Environment That Keeps Your Top Talent Engaged appeared first on Sally Foley-Lewis.

Unlock the Secrets to Confident Leadership
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September 02, 2024

The post Unlock the Secrets to Confident Leadership appeared first on Sally Foley-Lewis.

The Urgent Need for Middle Managers to Embrace AI
Linkedln
August 28, 2024

With new trends like 'the great unbossing' and the rapidly increasing rate of change with tools and technology, middle managers are at a critical juncture. The rise of artificial intelligence (AI) is not just a technological shift; it’s a fundamental change in how businesses operate. For middle managers, the urgency to come to terms with modern tools like AI is more pressing than ever.

Creating Your Leadership Path: How to Transition from Follower to Leader
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August 26, 2024

The post Creating Your Leadership Path: How to Transition from Follower to Leader appeared first on Sally Foley-Lewis.

The Middle Matters
Sally Foley-Lewis
November 21, 2023

As a CEO or senior executive, it’s not always easy or straightforward to bridge the leadership gap between your frontline and your senior ranks. If you relate to this, The Middle Matters is the book for you. Packed with proven practical strategies and techniques, the guide will help you build a strong and cohesive middle management team.

Spark: 9 Simple Strategies to Ignite Exceptional Self-Leadership
Sallyanne Foley-Lewis
December 25, 2021

Leaders today struggle to engage and influence despite seemingly endless screen time and being in more meetings than ever before.

Delegate: Double the Results! Halve the Effort!
Sallyanne Foley-Lewis
November 25, 2019

You feel it would be easier if you just do it yourself. You want to delegate but don't know how. You don't know if you can trust the work will get done to the right standard

Successful Feedback: How Leaders Can Increase Performance, Motivate and Engage Their Team
Thorpe-Bowker
September 20, 2018

Have you ever been on the rough end of feedback?Have you ever avoided that awkward conversation?Have you started a feedback conversation on a positive note, then suddenly, from what seems out of nowhere, there are tears, blame, anger and frustration?You are not alone!Feedback needs structure.Feedback conversations can be easy. Feedback is a human process not a paperwork task. Let this book be your guide!Successful Feedback removes the guesswork out of giving and receiving feedback and performance conversations.Successful Feedback gives you a structured, solutions-oriented and engaging road map for performance conversations

The Productive Leader: How to Achieve More, Reduce Stress and Gain 2 Hours Per Day
Sally Foley-Lewis
November 01, 2017

The productive leader knows how to achieve more. They reduce stress, maximise their time and stay focused by leveraging their skills, people and resources. They are in control, inspire others and are happier.

Sally Foley-Lewis CSP FILP MBA
Sally Foley
May 03, 2010

I'm an expert in skilling and empowering middle managers to inspire their teams, collaborate across the organisation, and influence upwards for greater strategic value. With more than 20 years experience and highly qualified, I have diverse local and international leadership and management experience. I know middle management, I seen it from every vantage point!

Certified Speaking Professional
Professional Speakers Australia
December 23, 2022

The Certified Speaking Professional (CSP) accreditation is an international designation that recognises the experience and professional capability of Australia’s leading speakers.

CSP Accredited members have a proven track record of capturing the audience and consistently delivering value from the platform. They have achieved a high level of experience and success in their business and are positioned as leaders in the industry.

The accreditation program is an essential element in continuing to improve and advance the speaking profession and industry nationally.

Rule 2025: EmpowerME Masterclass
Sally Foley-Lewis
December 12, 2024

Step into 2025 with clarity, confidence, and purpose. Redefine your leadership and rule your year ahead.

Management Success Card Snippets
Sally Foley-Lewis
January 01, 2024

Throughout my career, all over the world, I’ve met hundreds of managers and leaders from all walks of life and the one constant I’ve found is that we all learn differently. I created Management Success Cards to cater to the needs of frantically busy managers and leaders who seek instant extreme focus learning.

65 colour-coded management skill development cards designed to coach you through your professional development. The 12 essential management skills are covered in the deck. Each card will inspire and drive you to think and act confidently, productively and successfully.

Check out the Snippets videos.

The High-Performing Manager’s Burger: A Practical DoD that Reduces Defects and Shortens Cycle Time
Thinkers360
November 27, 2025

A hospital story that changed how teams “finish”

In 2004, more than 100 intensive care units across Michigan adopted a simple, explicit checklist for central line procedures. The team behind it, led by Peter Pronovost, treated “done” as objective and observable: hand hygiene completed, sterile drape in place, chlorhexidine used, line site reviewed, and unnecessary lines removed. Within 3 months the median bloodstream infection rate fell to zero; at 16 to 18 months the mean fell from 7.7 to 1.4 infections per 1,000 catheter-days, a roughly 66 percent reduction, and the gains were sustained years later (1)  

That is the Definition of Done in the wild. When “done” is a clear, jointly owned standard, throughput rises and rework collapses. The same principle scales beyond hospital theatres and wards.

What is DoD - Definition of Done

A DoD is a single, visible, shared list of exit criteria that every increment must meet before it leaves the team’s hands. 

Model: the five rungs of “done” clarity

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• Ad hoc: “Done” lives in people’s heads, so work ships on gut feel and standards vary by whoever shouts loudest.

• Implied: A loose list exists somewhere, yet it is inconsistent, unenforced and easy to ignore when deadlines bite.

• Explicit: One visible, team-owned Definition of Done is written as observable checks that apply to every increment.

• Embedded: The DoD is wired into the workflow, pull requests, tests and reviews so items cannot progress without meeting it.

• Engineered: The DoD is measured, audited and continuously improved using telemetry and feedback to lift speed and quality.

At the top rung, DoD is engineered into your workflow, tests and audits. It is not a poster on a wall, it is the wall.

Why a strong DoD accelerates flow and quality

1. Checklists work in high-risk domains. Systematic reviews of the WHO Surgical Safety Checklist show significant reductions in complications and mortality when teams use explicit, shared “done” steps before sign-off (2). More recently, when hospitals re-implemented and audited the checklist as a system, they improved safety culture, behaviour and outcomes (3).

2. Specific standards plus feedback drive performance. Goal-setting research shows that clear, specific standards with frequent feedback outperform vague intentions. In management contexts this shows up as F.A.S.T. (4) goals that are frequently discussed and transparently measured. F.A.S.T. standing for frequent discussions; ambitious in scope; specific; and transparent. In performance settings, a 2022 systematic review and meta-analysis in sport found goal setting improves task performance and key psychological outcomes, reinforcing the value of explicit, measured standards (5) 

3. DoD operationalises high-performing delivery. A clear Definition of Done makes good delivery habits automatic: every item must meet the same basic checks, the same reviews, and the same tests before it moves on. That consistency cuts surprises, reduces defects, and shortens lead time, so small changes ship more often with less fuss.

Applying the Burger Framework to DoD

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How to implement a DoD that moves the needle

Here is a simpler, no-nonsense version.

How to implement a DoD that actually moves the needle

• Write it together. Get the team in a room and agree one shared Definition of Done. Keep it to one page.

• Make every check observable. Use plain tests like “all automated tests pass,” “no critical security issues,” “docs updated,” “feature toggled on.” (6)

• Separate it from acceptance criteria. Acceptance criteria are for a single story. The DoD is the basic quality bar for everything. You need both.

• Put it where work happens. Add the checks to your board, pull request template, CI pipeline and release checklist.

• Pin it where people can see it. Post it near the team board and in the repo README so no one can miss it.

• Measure the basics. Track cycle time, escaped defects and change failure rate. Review these in the retro and tighten the DoD monthly.

• Teach it. Walk new starters through the DoD on day one. Rehearse it in refinement, stand-ups and reviews.

• Keep it lean. Focus on outcomes, not process. If a check does not add quality or speed, remove it.

• Use WIP limits. Do not start new work until you finish what is already in progress. Finished beats started.

• Make improvements easy. Treat the DoD like a living document. Update it when you learn, and tell the team what changed.

If you want a quick reminder, think burger: e.g. the DoD is the bright tomato slice everyone can point to. If it is missing, the burger is not ready to serve.

Risks if you ignore this

Skip a clear Definition of Done and you invite rework, delays and endless test–fix loops as people ship to different, shifting standards; WIP swells with “done-ish” items that boomerang back, cycle times stretch, defects leak to customers, and credibility with stakeholders erodes, which means more escalations, less trust, more cost and a team stuck firefighting instead of flowing. A parallel from kitchens that never ship undercooked

Atul Gawande described how the Cheesecake Factory turns “done” into production reality: layouts, recipes, plating standards and timing make quality unambiguous. Orders appear on screens with step lists and countdown timers, and nothing leaves the pass until it meets the agreed standard. In other words, the kitchen’s DoD is explicit, embedded and engineered (7). 

Bottom line

A crisp, co-created, enforced DoD accelerates throughput and quality because it removes argument at the finish line, converts quality into observable checks and wires those checks into the work. The result is fewer defects, shorter cycle times and calmer reviews. As the hospitals learned with checklists, speed and safety are not a trade-off when “done” is designed.

The best is in the middle: why the C-suite must be the top bun
Thinkers360
November 12, 2025

In the late 1990s, Rover Group used Hoshin Kanri’s catchball to deploy a quality strategy across engineering, manufacturing and supplier networks. The method was simple but powerful. Executives set clear, measurable outcomes, then tossed them to middle managers who tested feasibility, surfaced constraints and threw back refined plans. The process clarified ownership, sequencing and capacity, which meant the strategy did not buckle under real-world pressures. It is a documented case that still stands as a practical example of how clear direction, paired with middle-manager translation, delivers execution at scale. (1)

That story is not nostalgia. It is a reminder that the best results happen in the middle when the top bun is firm and fresh.

The Burger of Clarity

Think of your organisation as a burger. The top bun is C-suite direction. It is a could look like a short list of enterprise outcomes for the next 6 to 12 months, each expressed as measurable Key Results. When executives are explicit and consistent, middle managers become the engine of transformation rather than its bottleneck.

The middle is where value is created. Managers translate outcomes into plans, coach people and solve problems where reality bites; done well, this correlates strongly with organisational health and performance.

The bottom bun is operating reality. Customers, risk, compliance, finance and capacity keep ambition grounded so commitments are deliverable and safe.

Why does this model matter? Because role clarity is not a flavour-of-the-month idea. Research shows perceived role clarity boosts intrinsic motivation and innovative work behaviour, which are essential for better performance. (2)

A recent peer-reviewed study also finds that role clarity and motivation predict job performance and organisational effectiveness, reinforcing the case for crystal-clear direction from the top that managers can translate locally. (3)

What the top bun must provide

The C-suite’s job is not to produce a long initiative list. It is to define a small set of outcomes that frames every other choice. This could be a published one-page direction with 3 to 5 Objectives and quantified Key Results. Keep the language plain. If a new starter cannot explain a Key Result, rewrite it.

Connect direction with reality: catchball

Before you lock plans, pressure test them with the people who must deliver them. Catchball is a structured dialogue where leaders throw objectives to managers who test feasibility, identify interdependencies and throw back a sharper plan. It aligns ambition with capacity and builds genuine buy-in because the plan changes in response to frontline insight (4).

The Rover Group example shows how catchball clarifies sequencing and ownership so quality and timing survive contact with real operations (1).

If you prefer a concise primer, this overview explains catchball as bidirectional strategy alignment that reduces rework and speeds decision making across levels (5).

A 90-day playbook you can start this quarter

Weeks 1 to 2: Publish the one-page direction. Agree Objectives and Key Results, then share the draft and invite tight feedback windows. Ensure team-level OKRs, not individual ones, to emphasise cross-functional delivery.

Weeks 3 to 4: Run catchball. Hold short cycles with managers to map interdependencies, highlight risks and decide what must stop to make room. This reduces escalations later because decision rights are explicit upfront.

Weeks 5 to 6: Cascade with care. Translate company Key Results into team Key Results only where there is clear ownership and line of sight. Use proven cascading patterns and avoid creating a tangle of metrics that compete with one another.

Weeks 7 to 12: Monthly bun checks [pun intended]. Run a 30-minute ritual:

 

• Stop activities that do not advance a Key Result
• Start experiments or collaborations that unblock a Key Result
• Continue routines that help and should be protected. Make decisions visible within 48 hours and remove blockers so momentum stays high. This keeps the bun and filling (c-suite and mid-level leaders) aligned as conditions change, which is exactly where transformation accelerates when managers are enabled to lead, coach and coordinate.

 

The six ingredients and the secret sauce

Use a shared language to reinforce leadership behaviours and keep culture aligned with outcomes:

These behaviours are consistent with a wider shift that asks managers to coach more and command less, which research highlights as a winning pattern in complex work (6).

Final bite

If you remember one thing, make it this: the best is in the middle, but only when the top bun holds the whole burger together. Publish a one-page direction, practise catchball to respect reality, and commit to monthly bun checks. Your customers will feel the difference, your risks are managed in daylight, and your performance becomes reliably delicious.

From Squeeze to Sync: Align the Top, Unleash the Middle
Thinkers360
October 16, 2025

In 1999, as McDonald’s rolled out its “Made For You” kitchen redesign across the United States, the early phases were messy. Divisions pushed in different directions, schedules slipped, and store teams were overwhelmed. Then the company tightened the top-level alignment: a cross-functional board was created, shared artefacts were put in place, and a central cadence for communication and implementation was set. Progress accelerated and conversions landed on schedule, easing the load in the middle of the organisation. Contemporary reports describe the pivot clearly, including a 1999 news piece on the statewide rollout and a trade article noting the plan to equip all U.S. restaurants by year end (1)

This story is a tidy metaphor for many organisations today: when the top bun is misaligned, the middle gets squashed and capability spills.

Why misalignment crushes the middle

Senior teams often believe they are aligned, yet the signal that reaches the middle is fuzzy. MIT Sloan research found that even leaders charged with execution struggled to name their company’s strategic priorities, a warning sign that alignment at the top is not the same as clarity in the middle. (2)

At the same time, removing or bypassing middle managers in the name of efficiency weakens execution. Middle managers are the connective tissue for delivery, inclusion, and safety. Harvard Business Review argues strongly not to eliminate them; see “Don’t Eliminate Your Middle Managers.” (Harvard Business Review)

When direction is vague, middle managers fill the gaps, often creating unintended strategies that drift from executive intent. And if misalignment persists, engagement erodes. Gallup estimates low engagement costs the global economy 8.8 trillion dollars, (3). In 2024, manager engagement fell to 27 percent, dragging team engagement with it, as reported by the Wall Street Journal: WSJ. (Forbes)

The Aligned Burger Model: keep the bun, save the middle

 

Alignment test: lightly squeeze the top bun. If the middle squirms, your model is misaligned.

How to realign without crushing the middle

1. Square the top bun. Produce a one-page strategy with six quarterly priorities in plain English. Validate each against your values before finalising. The Father of Management, Peter F. Drucker’s reminder fits here: “There is nothing so useless as doing efficiently that which should not be done at all.”

2. Cascade without crush. Translate each priority into no more than three team outcomes, then individual commitments on a single page. Kill duplicates and non-value work. Harvard Business Publishing underscores the leverage of midlevel leaders in volatile contexts: Midlevel leaders are the connective glue of execution, positioned to sense market shifts, shape strategy, and mobilise teams with speed and agility. The Build Muscle In The Middle white paper urges firms to deliberately “build muscle” here by developing critical capabilities, applying learning to real work, and creating supportive contexts so these leaders can drive results in volatile conditions.(4)

3. Map decision rights. For recurring decisions, define who decides, who inputs, who is consulted, and who is informed. Publish the map. Make problem solving and decision making a standing agenda item. This limits the drift toward unintended strategy.

4. Set the middle-manager rhythm. Schedule a 30-minute weekly huddle, a monthly retro [review] on blockers, and a quarterly reset with the executive sponsor. Track no more than five measures per team. These simple rituals link top bun to bottom bun.

5. Invest in the secret sauce. Require monthly coaching conversations, skill clinics on problem solving, and peer consulting circles for managers. HBR’s guidance on the value of middle managers is clear: don’t thin the middle, strengthen it (5)

    

6. Improve communication hygiene. Every change ships with five points: why now, what changes, what stays the same, the first two weeks, where to get help. This reduces noise and raises role clarity, a known driver of engagement that links to the global cost of disengagement.

What happens if you ignore the squeeze

• Capability spill: your best people are diverted to noise, rework increases, and hidden queues grow.

• Unintended strategy: teams optimise locally in ways that conflict with enterprise value

• Engagement drop: clarity and development decline, performance lags, and attrition rises.

Bring it back to the burger

Senior alignment is not a slogan, it is a visible chain from boardroom to front line. When the top bun sits squarely on the burger, every ingredient adds flavour and bite. Strategy, values, communication, legacy, decision rights, and the deliberate development of managers all hold together. Get that right and the middle does not have to firefight. It can lead.

Finally, keep Drucker’s line on your steering wheel: effectiveness before efficiency. There is no point in perfectly executing misaligned work.

Order by ingredients, not by hunger: why values must drive trade-offs
Thinkers360
October 01, 2025

Southwest Airlines grew by saying no. No meals, no assigned seats, no interline baggage transfers, no premium cabins. Those choices protected what mattered most: low cost and reliable, frequent service. That is values in action. It is also strategy in action, because strategy depends on trade-offs. When everything looks important, values tell you what to do now, what to do next, and what not to do at all.

Middle managers sit where competing priorities collide. A senior stakeholder wants speed. Risk wants guardrails. Customers want clarity. Your calendar wants a rest. In that noise, values are your non-negotiable filter. They let you say a confident yes to the right work and a respectful no to the rest.

Fit Before Force

A sustainable strategy is not just choosing what to do, it is choosing what not to do. That is why the filter starts with values. If a piece of work misses values alignment, it is either redesigned or deprioritised, even when it looks urgent or politically attractive. Values give you permission to hold the line.

There is strong psychology behind this discipline. Schwartz’s theory of Basic Values shows that values are the criteria we use to evaluate actions, and that universal value tensions make trade-offs inevitable. (1) Clarity about values reduces friction in decisions. When goals align with personal values, people pursue them more consistently and achieve more, which also lifts wellbeing. This is the essence of self-concordance: value-fit fuels persistence and performance. (2) At work, value congruence is linked with higher job satisfaction and engagement, strengthening execution once priorities are set.

A practical trap to avoid is mistaking urgency for importance. Tools like the Eisenhower Matrix help teams keep reactive work from crowding out values-aligned priorities. (3) Combine that urgency-importance lens with your values filter and you get both speed and sanity.

The burger makes it memorable. Order by ingredients, not by hunger:

Here is how to apply this:

1. Name the protein. Clarify 3 to 5 organisational values and two personal leadership values. Write one sentence for each that defines what you will not do because of it.

2. Translate values into rules. For each value, create a simple test. For example, “If it reduces customer trust, we do not ship it.”

3. Map the work. Place every live initiative in the Venn. Anything outside Values is paused and re-scoped first.

4. Run the 2×2. Rate Values Alignment and Strategic Impact high or low. Decide by quadrant, not by queue order.

5. Communicate the trade-off. State the value driving the choice, the impact you are prioritising, and what you are stopping or delaying.

6. Cadence and calibration. Review weekly as a team and monthly with your manager to protect alignment up and down.

If you need a second real-world proof point, look at IKEA. Customers pick up and deliver their own flat-packs. IKEA will even sell you a roof rack. That is a values-driven trade-off in service of price and speed. It is deliberate and it works (4)

What if you do the opposite?

You chase urgency, quality drops, and burnout rises. Priorities swing with the loudest stakeholder, trust erodes, and your team escalates everything because decisions feel arbitrary. A values misfit undermines satisfaction and performance.

Values do not slow you down. They speed you up by removing debate about the wrong work. That is why Michael E. Porter’s (Harvard Business School Professor), famous warning about confusing operational excellence with strategy still matters. Strategy is choice, and choice is anchored in values. So, the next time your inbox screams, “Everything is urgent,” take a breath and order by ingredients. Get the protein right first. Your future self, your stakeholders, and your team will thank you for the better burger

Would You Let ChatGPT Fire Someone?
Thinkers360
August 25, 2025

Sounds extreme, right? And maybe there is one or two people you could suggest to AI for ‘employment reassignment’. But the reality is we already have  AI tools increasingly making hiring, scheduling, and even performance decisions, so ethical leadership has never been more urgent. Just because the tech can do it, does not mean it should.

Here is the tricky part: AI is not neutral. Algorithms are built by humans, trained on historical data, and often carry forward the very biases we are trying to eliminate. Studies have already shown gender and racial bias in recruitment algorithms. Left unchecked, AI could amplify inequality rather than reduce it.

For middle managers navigating hybrid work, digital transformation, and performance pressure, AI can feel like a godsend. But without ethical oversight, it becomes a governance risk.

Before adopting any AI-driven tool, here are 3 questions every manager should ask:

1. What bias could be baked into this tool? Understand how the tool makes decisions. What data was it trained on? Does it reinforce stereotypes or skew outcomes unfairly?

2. What human oversight is in place? AI can support decisions, but it should not replace your judgment. Is there a review process? Can decisions be appealed or explained?

3. Does this align with our values? If a tool's decisions cannot be explained in a way that reflects your organisation's ethics, it's time to reassess.

Responsible AI Checklist for Middle Managers

• Have I tested the tool for fairness across gender, age, and background?

• Do I understand the logic behind the AI’s outputs?

• Is there transparency in how decisions are made?

• Can I override or challenge the AI's decisions if needed?

• Have I communicated with my team about how AI will be used?

Ethical leadership is not about avoiding AI. It is about using it wisely.

Middle managers are uniquely placed to balance tech adoption with human-centred values. You are the ones translating policies into practice and protecting people while driving performance.

Because confident, considerate and conscious middle managers? They get the work done and do the right thing.

Building Your Leadership Burger: How to Layer the Essential Ingredients for Success
Thinkers360
July 10, 2025

Ever thought about how your leadership style is a bit like making a ripper burger? No? Well, stick with me here because this tasty metaphor might just change how you approach your role as a middle manager.

Middle managers are the burgers of the workplace, not just a filler between two buns, but where all the magic happens. Without the middle, organisations would be left with an empty bread bun. So how do we make sure your leadership burger isn't some soggy takeaway disaster, but rather a mouth-watering, nutritious masterpiece that has everyone coming back for seconds? Let's break down each ingredient and explore how you can develop them intentionally.

The Protein: Your Values Foundation

Just as a burger needs a solid protein base, your leadership needs strong values. But here's the thing, you can't just slap any old values on your leadership burger and expect it to taste right.

Quick Exercise: Grab a cuppa and jot down your top 5 values. Now for the real test, ask yourself honestly: "Did these guide my decisions last week?" If you're umming and ahhing, it might be time to revisit what truly matters to you.

When you're crystal clear on your values, decision-making becomes less of a headache and more of a straightforward process.

The Cheese: Self-Awareness That Matures

Like a beautiful aged cheddar, self-awareness develops complexity and depth over time. But unlike cheese, self-awareness doesn't happen by just sitting around in a cool, dark place (though some quiet reflection time isn't a bad idea).

Practical Tip: Start a "leadership reflection journal", but before you roll your eyes, I'm only talking about 3-5 minutes at the end of your day. Ask yourself:

• What situation today brought out my best leadership qualities?

• What triggered a reaction I'm not proud of?

• What would I do differently next time?

The more you understand about your triggers, strengths, and blind spots, the more effectively you can lead. It's like knowing exactly how much cheese to add, too little and your burger lacks flavour, too much and it overwhelms everything else.

The Tomato: Communication That Adds Vibrancy

Communication is your tomato,bright, flavourful, and cuts through the richness of everything else. But just like you wouldn't chuck a whole, unsliced tomato on your burger, your communication needs to be properly prepared.

Communication Hack: Before your next important conversation, take 30 seconds to jot down your intention. Are you aiming to inspire? Collaborate? Influence? Knowing your intent helps you choose the right words, tone, and approach.

Remember, effective communication isn't about telling people things,it's about creating understanding, building trust, and moving people to action. If your team isn't quite catching what you're throwing, it might be time to adjust your pitch.

The Lettuce: Building a Legacy That Grows

Legacy might seem like something you worry about at the end of your career, but that's like waiting until you've finished cooking to plant your lettuce, it doesn't work that way, mate!

Legacy Builder: Identify one team member who could benefit from your mentorship. Schedule a regular 15-minute check-in focused entirely on their development, not on tasks or projects. What skills could you help them cultivate? What doors could you open for them?

Your legacy isn't just what you accomplish; it's who you help grow along the way. The seemingly small seeds you plant today,the time you invest in others, the culture you create will flourish into the legacy you leave behind.

The Pickles: Problem-Solving with Zest

Every leadership role comes with its share of pickles (see what I did there?). But like those tangy circles of goodness, challenges add character and cut through the mundane.

Decision-Making Framework: Next time you face a tough decision, try the 10/10/10 rule. How will you feel about this decision 10 minutes from now? 10 months from now? 10 years from now? This simple perspective shift can help you avoid short-term thinking.

Great problem-solvers don't avoid the pickle jar,they develop a process for tackling challenges systematically, considering multiple perspectives, and making decisions that align with broader goals.

The Secret Sauce: Lifting Others

What makes your leadership truly special isn't just how well you perform, it's how you help others shine. Your secret sauce is how you lift your team to heights they might not reach on their own.

Team-Lifting Challenge: In your next team meeting, try "spotlight moments" where you highlight specific contributions from team members who might otherwise fly under the radar. Not just the usual suspects, but those quiet achievers whose work deserves recognition.

When you actively look for ways to develop others, you create a ripple effect that extends far beyond your immediate influence. That's the kind of leadership that people remember and strive to emulate.

Putting It All Together

A great burger isn't just about having all the right ingredients,it's about how they come together. Each element complements the others, creating an experience that's more than the sum of its parts.

Similarly, exceptional middle leadership isn't about mastering these ingredients in isolation. It's about developing them intentionally and using them together to create impact.

The beauty of the burger approach is that you can focus on strengthening one ingredient at a time. Maybe your values are rock solid, but your communication could use some work. Or perhaps you're a problem-solving whiz who needs to invest more in legacy-building.

Wherever you are in your leadership journey, remember this: the best is in the middle. You're not just holding things together,you're adding flavour, creating experiences, and making the whole organisation more satisfying.

Now, who's hungry for some leadership development?

Would you retreat?
Thinkers360
November 04, 2024

Evach year I design and deliver a big experience for middle managers, and for a while now I've been asked to consider running a retreat. What would you like to experience in a retreat? Your input via this quick survey form would be greatly appreciated.

https://forms.gle/9T5dPikDQpYwxZea6

I would run a men's only, a women's only, or management team (internal) retreats.

I appreciate you
Sally

 

What does a leadership and mindset luxury retreat look like to you?
Thinkers360
September 02, 2024

I’ve been wanting to run a luxury retreat for a long time and have had many leaders tell me they would love to attend. So, it’s time to plan and make it happen for you! I would like to co-create this experience with you.

I’ve put together this quick survey to help me craft and create exactly what you want and need in an international luxury leadership, personal and professional development, and mindset / wellbeing retreat. 

If you could please take 5 minutes to complete the survey I’d greatly appreciate it.

https://forms.gle/ZgN3G823gqYo7VRk9 

Thank you so much for your time.

I appreciate you
Sally

Forgiveness versus Permission: The impact on your leadership brand
Thinkers360
July 29, 2024

Misuse of the Quote

What do you think of this situation?

1. What do you think the venue would think of the company if they discover the use of the AV via a personal use of the connecting cord?
2. What do you think the team members around the room think of the attitude of the person who suggests this?
3. And, what about the leader who lets this happen?

The Cons and Dangers

1. Risk of Misjudgment: Acting without permission can lead to decisions that are poorly thought out or misaligned with organisational goals, causing more harm than good.
2. Erosion of Trust: Consistently bypassing established procedures can erode trust between employees and management, leading to a breakdown in communication and cooperation.
3. Legal and Ethical Issues: Actions taken without appropriate approval can result in legal and ethical violations, exposing the organisation to significant risks and liabilities.

Three positive impacts of the quote's philosophy:

 
1. Encourages Initiative: One significant advantage is that it fosters a culture of initiative. Employees are empowered to make decisions and take actions without the fear of red tape, promoting innovation and agility. This needs to be within the scope of delegated authority!
2. Speeds Up Processes: In fast-paced industries, waiting for permission can slow down progress. This approach allows for quicker responses to opportunities and challenges. This happens properly when senior leadership empowers their mid-level managers openly, genuinely, fully to 'get on with it'. This is often assumed and is rarely discussed explicitly and often! 
3. Fosters Innovation: By removing the fear of immediate disapproval, individuals are more likely to experiment and try new ideas, which can lead to breakthroughs and advancements.
 
Impact on Middle Managers and Leadership Brand
 
Middle managers, in particular, must balance the empowerment of their teams with adherence to organisational norms. When used judiciously, Hopper’s philosophy can enhance a manager's leadership brand by showcasing decisiveness and a willingness to take calculated risks. However, overreliance on this approach can damage their reputation, making them appear reckless or untrustworthy.

"It's easier to ask for forgiveness than it is to get permission" is a powerful principle when understood and applied correctly. It promotes innovation and swift action but must be tempered with a thorough understanding of the potential consequences. Middle managers who navigate this balance effectively can enhance their leadership impact, fostering a culture of trust and agility within their teams.

I'm speaking at PCMA Asia Pacific
Thinkers360
April 05, 2024

I am speaking at The Business of Events powered by PCMA Asia Pacific, at Maina Bay Sands, Singapore on Monday 15th April 2024, where the day's theme will be UNLEARN.

My really excited to be speaking at this event and to be at Marina Bay Sands - it's such a beautiful venue.

My topic is The Future of Middle Managers

A Gallup study revealed that middle managers account for 70% of team engagement variance. These individuals, often considered as influencers and shapers of organisational culture, play a pivotal role in the evolving workforce. Known as the “doers” and reliable pillars in stressful times, their significance is undeniable. However, there’s a need to question if leaders fully grasp the challenges middle managers face. This session aims to shed light on tackling these pain points through unlearning and offer strategies to optimise middle management performance, thereby enhancing overall organisational effectiveness.

Check out the event here: https://www.pcma.org/apac/thebusinessofevents-programme-day-unlearn/

I absolutely love the idea of reframing our thinking, no matter what industry you're in.

What do you need to UNLEARN in order to be, think, do better?

In the lead up to this amazing event, I was interviewed by PCMA, I'm currently featured on their front page (tad excited about that), you can check out the interview here: https://www.pcma.org/great-leadership-starts-with-self-leadership-how-middle-managers-fit-events-industry/

LIFT THEM TO LEAD: THE FUTURE OF MIDDLE MANAGERS

Location: Anywhere - Travel from Brisbane, Au    Fees: $7,500

Service Type: Service Offered

The Critical Role of Middle Matters in Organisational Success

A Gallup study revealed that middle managers account for 70% of team engagement variance. These individuals, often considered as influencers and shapers of organisational culture, play a pivotal role in the engaging the workforce and driving business. Known as the “doers” and reliable pillars in stressful times, their significance is undeniable. In today’s world of work, we must challenge if organisation’s fully grasp the challenges middle managers face. This session aims to shed light on tackling these pain points through unlearning and offer strategies to optimise middle management performance, thereby enhancing overall organisational effectiveness.

Three Key Takeaways:
Exploring the value of middle managers for the success of every business: the triple corporate conquest.
Busting myths on what works and doesn’t work for optimising middle manager performance.
From complex to simple: the one thing that will amplify performance.

THE FUTURE OF MIDDLE MANAGERS

Location: Anywhere - Travel from Brisbane, Au    Fees: $7,500

Service Type: Service Offered

The Critical Role of Middle Matters in Organisational Success

A Gallup study revealed that middle managers account for 70% of team engagement variance. These individuals, often considered as influencers and shapers of organisational culture, play a pivotal role in the engaging the workforce and driving business. Known as the “doers” and reliable pillars in stressful times, their significance is undeniable. In today’s world of work, we must challenge if organisation’s fully grasp the challenges middle managers face. This session aims to shed light on tackling these pain points through unlearning and offer strategies to optimise middle management performance, thereby enhancing overall organisational effectiveness.

Three Key Takeaways:
Exploring the value of middle managers for the success of every business: the triple corporate conquest.
Busting myths on what works and doesn’t work for optimising middle manager performance.
From complex to simple: the one thing that will amplify performance.

The Five Key Ingredients (& Secret Sauce) of High Performing Middle Managers

Location: Anywhere - Travel from Brisbane, Au    Fees: $7,500

Service Type: Service Offered

In the dynamic realm of modern business, middle managers play a pivotal role as the bridge between organisational vision and day-to-day operations. In the captivating speech, “The Five Key Ingredients (& Secret Sauce) of High Performing Middle Managers,” we delve into the essential habits that set apart exceptional middle managers who drive sustainable success.

At its core, this discourse centres on the intrinsic connection between values, self-awareness, legacy, communication, and developing others. A thought-provoking exploration ensues, underscoring how “your values are what you stand for” and how “your legacy says what you stood for.” These mottos resonate as guiding principles for middle managers to align their actions with personal and organisational values, ensuring a legacy that endures.

Emphasising the notion that “leaders are lifters,” this speech unpacks the power of effective communication as a tool for uplifting teams and fostering a collaborative environment. Furthermore, the critical role of self-awareness in harnessing strengths and mitigating weaknesses is illuminated, showcasing its pivotal influence on managerial excellence.

The pivotal aspect of developing others, cultivating talent, and nurturing growth becomes evident as the speech unfurls. Through poignant anecdotes and empirical evidence, attendees will gain insights into how high-performing middle managers contribute to a culture of empowerment and innovation.

Ultimately, “The Five Key Ingredients (& Secret Sauce) of High Performing Middle Managers” encapsulates a blueprint for elevating managerial prowess, transcending conventional approaches, and leaving an indelible mark on organisations and individuals alike. This presentation promises to be a transformative experience, inspiring leaders to embrace their roles with renewed zeal, guided by a clear set of values, self-awareness and the commitment to uplift their teams.

Main Takeaways:
Key Takeaway 1: Values and Legacy Alignment Align actions with personal and organizational values to create a lasting legacy.

Key Takeaway 2: Communication for Uplifting, Effective communication is a powerful tool to inspire and collaborate.

Key Takeaway 3: The Power of Self-Awareness Self-awareness is essential for managerial excellence, helping leverage strengths and address weaknesses.

Key Takeaway 4: Developing Others and Cultivating Talent Middle managers play a pivotal role in nurturing talent, fostering empowerment and innovation.

Key Takeaway 5: A Blueprint for Excellence This speech provides a transformative blueprint for middle managers to make a lasting impact on organisations and individuals.