Between 4% and 12% of CEOs and senior leaders are estimated to have psychopathic traits. This doesn’t necessarily mean they are dangerous, but they may exhibit behaviours that can be damaging in collaborative environments like councils.

People aren’t problems to solve. They’re puzzles to understand. And councils, like communities, can be rebuilt. One honest conversation at a time.

The people we label as "challenging" are acting from deep, unconscious patterns that have very little to do with the matter at hand and everything to do with unresolved dynamics—both personal and systemic.

Artificial Intelligence (AI) is rapidly transforming the way organisations work, and Town and Parish Councils are no exception. With tools like ChatGPT, councils can significantly streamline their workload, improve communication, and enhance engagement with their communities.

Someone asks for a favour or a work request lands in our inbox, and we instinctively say yes. Not because we want to, but because we feel we should. Moments later, we feel that familiar pang of resentment bubbling up.

Why do we do this to ourselves?

The answer lies in our relationship with boundaries and the difficulty many of us have in saying no. But here’s a simple, powerful question that can transform the way you make decisions:

Can I say yes to this in goodwill, or will I build resentment for saying yes?

When we think about the process of recruiting and engaging councillors, we often overlook a key point: What motivates people to step into these roles?

Working in town and parish councils often involves navigating challenging interactions with people. If you are interested in personal development and leadership, you understand the importance of embracing your true self. But just how easy is that in your role?