While many executives invest time in crafting the perfect vision statement to bolster their team, I find this process somewhat overrated. Steve Simpson’s concept of unwritten ground rules offers a more authentic reflection of workplace culture—focusing on the actual behaviours and practices that define how a team truly operates beyond what’s stated in organisational materials.

Understanding these unwritten ground rules is crucial for any leader aiming to align culture with actual values. The old adage that people care more about what you do than what you say holds true here. Through surveys and honest dialogue, leaders need to identify whether an environment truly fosters inclusivity or merely pays it lip service on paper.

Regardless of your technical role, if you’re growing a business, you’re in the people business. Many frustrations fall not with clients but with interpersonal dynamics. As someone who regularly engages in leadership coaching, I understand firsthand that every business endeavour essentially boils down to dealing with people.

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In our daily lives, negotiation plays an integral role, weaving itself into interactions ranging from persuading our children to eat their vegetables to reaching agreements in complex legal cases. As a lawyer deeply entrenched in both legal and leadership perspectives, I've come to realise that negotiation is an art that, when mastered, can be transformative in both the legal industry and the broader business arena.

Negotiation is an intricate dance, requiring a balance of empathy, strategy, and ethical considerations. Whether rooted in trust or positioned adversarially, mastering negotiation can lead to profound outcomes in both the legal profession and the broader business world. By focusing on interests over positions, leveraging key negotiation variables, and acknowledging the emotional dimensions at play, we can refine our approach, negotiating not just agreements but lasting and meaningful partnerships.

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As I sat down recently for a deeply engaging conversation with my friend and esteemed colleague, Gabrielle Forbes, I couldn't help but reflect on a pervasive challenge I've observed spanning my years in the law and business: ego.

In the pressure-cooker environment of professional services, where intellect and competition dance a fine line, ego can either serve as a driving force or become a career-stalling impediment. Over our discussion, Gabbi and I explored how unchecked ego can undermine leadership, especially in the uniquely collaborative world of law. Our conversation was not just about the theory of ego in leadership but about real experiences and strategies to foster genuine collaboration and growth in competitive environments.

My dialogue with Gabbi was a crucial reminder that leadership is not about who stands in front, basking in their own glory, but about who works behind the scenes to build an inclusive, empowered, and cohesive team.

Thank you to Gabrielle Forbes for a candid and inspiring dialogue.

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