What Russell Harvey talks about

Leading Through the Middle of a Change Programme: what a team needs between the announcement and the reality

Russell Harvey has coached leaders to board level for more than 6,000 hours, and the change programmes that fail rarely fail at the decision. They fail in the months after the announcement, while…

Reading Team Strain in Everyday Conversation: what routine answers reveal about capacity long before attrition data does

Russell Harvey has coached leaders to board level for over 6,000 hours, and he treats one everyday question as a diagnostic: ask how someone is, then listen to what comes back. The team that answers…

Resilient Leadership and Organisational Results: How a leader's resilience shapes team performance, culture and business outcomes.

Every KPI, engagement score and business result ultimately has human behaviour behind it. Russell explores how resilient leadership creates a ripple effect: changing how a leader shows up, how their…

What Leaders Only Say in Coaching: The pressures executives keep private, and what teams lose while they stay private

Russell Harvey has coached leaders to board level for over 6,000 hours, and the same admissions come up in private: they are guessing, they are tired, and they can say neither out loud. Most…

Resilience as a Leadership Responsibility: Why pushing resilience onto employees fails, and how leadership behaviour and working conditions shape engagement and performance.

Resilience becomes toxic when organisations use it to place responsibility for workplace problems onto employees. Russell argues that genuine resilience starts with leadership: examining behaviours…

Resilient Leadership Under Constant Change: What separates leaders who are coping with relentless change from those who can lead well through it.

Change is no longer something leaders navigate occasionally - it is the environment they lead in every day. Russell explores the difference between leaders who are simply surviving relentless change…

Facilitating the Meetings a Team Cannot Run Itself: what a neutral chair changes, and which moves a manager can use without one

Russell Harvey has facilitated over 10,000 hours of training and team sessions across 15 years, usually as the only person in the room with nothing riding on the result. That is what makes the room…

Weekly Coaching Conversations for Managers: what to ask, how long it takes, and where it usually breaks down

Russell Harvey has coached leaders to board level for more than 6,000 hours, and he can usually tell within a month whether a manager is holding one honest conversation a week with their team or none…

Team Effectiveness Before AI Adoption: Why leaders should understand what makes their team work well before deciding where AI can improve performance.

Organisations are racing to adopt AI, but Russell believes leaders need to ask a more fundamental question first: what makes our team work brilliantly together? Only then can they understand where AI…

Who Coaching Is Actually For: how organisations misallocate coaching budget, and what changes when it goes to the strongest leaders rather than the struggling ones.

Russell Harvey has logged over 6,000 hours of executive coaching to board level, and he can usually tell inside one session whether a leader chose to be there or was sent. Most organisations spend…