Question of the Month – July 2026

Question: My team is anxious about ongoing changes. How do I keep morale steady? Answer: Change is often a source of anxiety, firstly because it’s not welcome, and secondly because we’re not in control of much of it. It is also an everyday reality for most teams working in organisations, given change occurs frequently. There are...

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Leading Change: Trust Is the Foundation of Every Successful Transition

Comment on the article by Sean Hagger, Managing Director [International], Legitimate Leadership: Leaders are only really tested when they are personally under pressure. During times of change, transformation, or external turbulence, leadership really earns its stripes. The test they are passing is a question of character rather than skill. Are they prepared to do the...

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Leading Through Challenge & Change: Reflections From HCSA 2025

Back in November 2025, I spent two days at the Telford International Centre with 900 healthcare procurement and supply chain professionals for the HCSA Annual Conference & Exhibition. Since then, I’ve been travelling and working in the USA and South Africa, which has given me time to reflect on what was a truly great conference...

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Question of the Month – June 2026

Question: How do I give feedback without demotivating my team? Answer: Here’s the thing: the question itself contains a hidden assumption worth unpacking. Most people asking this are focused on the how of feedback. But whether feedback motivates or demotivates has far less to do with technique than most leaders think. It comes down to one...

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When Coaching Alone Isn’t Enough: The Case for Systemic Change

This article was originally written by Stefaan van den Heever in 2018. Nearly two decades later, his observation that coaching alone cannot drive lasting change feels more relevant than ever. I have been an executive coach since 2007. It is work I love deeply; there is something profoundly privileged about holding up a clear, unfiltered...

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Why Clear Communication Really Matters

Creating an environment where people can thrive and perform at their best is a key function of leadership.  A characteristic of such an environment is that people know two things: What is expected of them Where they stand In both cases, the onus is on the leader to give their people this knowledge with absolute...

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Kind Leadership Is About Clarity, Even When It Stings

Comment on the article by Josh Hayman, Managing Director (South Africa), Legitimate Leadership: We have saying at Legitimate Leadership: “Giving is not about being nice, it is about being appropriate”.  This article by Jeni-Anne Campbell illustrates this principle with clarity.  Conversations we have in organisations often highlight that leaders experience things like Care and being...

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Question of the Month – May 2026

Question: I feel like I communicate clearly, but my team says they’re confused. How do I fix this? Answer: As a Legitimate leader, communication is not only about what is said but also about what is heard, understood, and experienced by others. When a team says they are confused, it often indicates a gap between the...

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Exploring The Difference Between Delegation And Empowerment

The difference between delegation and empowerment lies in the level of control and autonomy given to the direct report. What Must A Leader Consider When Deciding Which To Use? Direct report knowledge and skills The amount of control and autonomy required The amount of control and autonomy the leader is willing to give. What Will...

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Are You A Multiplier Or A Diminisher?

Comment on the podcast by Ian Munro, CEO, Legitimate Leadership: At Legitimate Leadership we spend a lot of our time and energy highlighting the primary role of INTENT in establishing legitimacy for our leadership. This is as true today as it was nearly 40 years ago when the Legitimate Leadership Model was crystallising. It is also...

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Question of the Month – July 2026

Question: My team is anxious about ongoing changes. How do I keep morale steady? Answer: Change is often a source of anxiety, firstly because it’s not welcome, and secondly because we’re not in control of much of it. It is also an everyday reality for most teams working in organisations, given change occurs frequently. There are...

View full article