Month: October 2025

Don’t overlook the power of reward communications when embedding company culture

October 31, 2025

As an HR professional, you play a vital role in bringing your organisational values and purpose to life. From ensuring cultural fit when hiring and aligning company performance metrics with the organisation’s purpose, to including culture in your company policies. But there’s an often overlooked opportunity to further embed company culture – through employee reward communications.

When done well, reward communications can amplify your company’s values and strengthen the bond between your people and your business. And I’m here to lift the lid on exactly how you can do this.

How does your reward offering connect with company culture?

Your total reward offering is a tangible representation of how much your organisation values its people. The most impactful packages are designed with intention, so the rewards reflect your company’s ethos and priorities.

Think of it this way. If your company prides itself on innovation, offering rewards that focus solely on tenure or experience will send a conflicting message. Instead, a culture of innovation might be better supported by recognising creative contributions, agile thinking or risk-taking. Similarly, if your company champions work-life balance, then flexible working arrangements and wellness incentives would clearly reflect those values.

Reward offerings can communicate culture in several ways. These are some of the more common cultural aspects I’ve come across in my work with leading companies:

  1. Recognise your core values

Align your reward systems with the behaviours that demonstrate your core values. If teamwork is one of your values, your reward system should highlight and celebrate collaboration.

  1. Inclusivity and fairness

A company that promotes inclusivity should ensure its rewards reflect that value. For example, transparent pay structures, fair promotions and inclusive benefits (like comprehensive leave policies that support the entire workforce) will reinforce the company’s commitment to diversity and equality.

  1. Wellbeing 

A major trend over the past few years, the focus on wellbeing has had a significant influence on the shape of reward packages. While this is partly about ensuring market competitiveness, rewards focused on wellbeing – like gym memberships, mental health support or additional leave – showcase a commitment to ensuring a culture that genuinely cares for its people.

  1. Career development and growth

While learning and development opportunities aren’t always thought of as part of the reward package, if you take a total reward approach, they should be. Focusing on L&D can signal a company’s investment in employee growth, reflecting a culture of continual improvement.

The communication-culture connection

A strong reward offering is one part of the equation, communicating your rewards is the other. 

“Communication leads to community, that is, to understanding, intimacy and mutual valuing.” — Rollo Reece May, writer, psychotherapist and philosopher

Communication connects the dots between the tangible benefits you offer, your company’s mission and values and the culture you want to cultivate.

When employees feel rewards are communicated clearly, transparently and equitably, it:

  • Ensures your reward package is noticed, understood and accessible.
  • Provides clarity on what’s offered, why it’s offered and how it aligns with your company values.
  • Fosters trust and reinforces the belief that your people are valued by the business. 

Alongside all your other strands of cultural communication, reward comms add another string to your bow by strengthening your employees’ connection to the company and its culture.

Practical reward communications tips to build your culture

The key to effectively communicating your rewards is to approach reward comms with the same care and intentionality you apply to designing the reward package itself.

1. Align your messaging with company values

This means ensuring the narrative and messaging you share, the language you use and the tone in which you communicate all reflect those values:

  • Create a narrative that’s a couple of short paragraphs long for each reward comms project you undertake. Consider why you’re doing this, what you want to achieve, and how it links in with your company values. Then summarise what you want to communicate in a way that will resonate with your audience. Underneath this, define several key messages. Then use all of this to inspire your communications and keep them on track.
  • Review the tone of your copy for alignment with your values. If your tone is formal but your company culture is known for being relaxed and open, this could cause a disconnect. 
  • If your company values innovation, communicate rewards with an emphasis on creativity and fresh ideas. Instead of traditional email announcements, consider interactive digital platforms or even gamified experiences that capture the spirit of innovation.

2. Make it inclusive

Inclusivity is key to ensuring employees feel seen and valued. This can be achieved through tailored communications that speak directly to different employee segments making the messaging relevant to each group:

  • If you offer flexible benefits, ensure the communication highlights options relevant to each employee demographic. For younger employees, you might emphasise career development and health and wellness benefits. For those with families, you could highlight flexible working arrangements or parental leave. Understanding your audience and the different groups within it will ensure you share the right messaging with the right people.
  • Use segmented email lists, personalised benefit portals or one-on-one conversations to ensure that reward communications are tailored and inclusive. Managers play a key role in one-to-ones, so ensure they have easy-to-read information that helps them explain and signpost the relevant rewards.

3. Be clear and transparent

Transparency is a core value for many organisations. You can achieve this by providing employees with a clear understanding of how rewards are calculated and distributed. Avoiding jargon and ensuring every employee knows how they can qualify for and access rewards is also key:

  • If bonuses are linked to company performance, communicate the metrics and how individual contributions affect those outcomes. This helps employees feel they’re part of a bigger picture and can see the direct link between their efforts and their rewards.
  • Develop clear, easy-to-understand guides, videos or FAQs that explain your reward policies and approach. Run workshops, webinars or Q&A sessions to give employees the opportunity to ask questions and provide feedback.

4. Regularly reinforce your messages

Reward communications should be ongoing and not just a one-off conversation during annual reviews or bonus periods. You can do this by embedding reward messaging into your regular communications:

  • Celebrate employee achievements on internal platforms like your intranet, newsletters, or town hall meetings. Your recognition programme should highlight the rewards linked to these achievements, reinforcing the connection between actions, rewards and company culture.
  • Develop a communication calendar that ensures reward messaging is frequent and relevant. This could include monthly reminders of the benefits on offer, case studies that show how employees have used certain rewards, or reminders during peak times like the holiday season or when incentives are paid out.

In conclusion

When you align your reward communications with company culture, you won’t just inform, you’ll inspire. By showing why you provide these benefits, you’ll do more than tell employees what you offer – you’ll remind your people of what you stand for as a business and reinforce your values. Strengthening not only your company’s culture, but the relationship between your employees and your organisation that’s so vital to driving its overall success.

Take your reward communications – and company culture – to the next level by talking to me, Becky Hewson-Haworth. With over 20 years reward and communications experience, I can help you transform your reward comms from so-so to stand-out. 

This article was originally published on Clarion Call Communications and can be accessed by clicking here.

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    What is employee reward communication? And how does it fit into a total reward strategy?

    October 31, 2025

    With organisations spending hundreds of thousands to millions of pounds on their total reward packages, the importance of effective reward communications can’t be overstated. As employers strive to attract, recruit, engage and retain the best talent, reward communications stand out as a pivotal element of a successful employee reward strategy. 

    Reward communication can be as straightforward as conveying compensation and benefits information to employees. But, done well, it also plays a crucial role in enhancing employee engagement, motivation, and ultimately, organisational performance. This article explores:

    • The basics of employee reward communication 
    • The different types of employee reward comms organisations are implementing
    • Key components of effective employee reward communications
    • The benefits of effective reward comms
    • How to integrate reward communications into a wider total reward strategy

    What is employee reward communication?

    Reward communication is a strategic approach to informing, engaging and educating employees about every element of their total rewards package. This includes their compensation, benefits, wellbeing, work environment, learning and career development opportunities and workplace culture. 

    Effective reward communication goes beyond simply sharing information by:

    • Demystifying complex reward schemes.
    • Helping employees make the most of their pay and benefits programmes.
    • Supporting managers by making it easy for them to communicate reward.
    • Ensuring information is understood, engaged with and acted on (where needed) by employees.
    • Fostering reward scheme transparency and building trust within the organisation.
    • Communicating your business, HR and reward strategies in engaging ways.
    • Connecting your people with your company’s purpose, mission and values.
    • Boosting attraction, wellbeing, employee engagement, performance and retention.

    What kinds of employee reward communications are organisations deploying?

    This often depends on a company’s maturity and degree of reward scheme transparency. Common communication projects include creating:

    • Reward brand development
    • Reward narratives and messaging
    • A one-stop shop for rewards – either an intranet page or reward microsite.
    • Careers pages that clearly communicate the employer value proposition.
    • Total reward guides – digital documents and interactive PDFs. 
    • Employee benefit communications – socials, email newsletter, campaigns and more.
    • Incentive programme comms – one-pagers, guides and presentations. 
    • Recruitment packs that help employers stand out in the marketplace.
    • Compensation comms – gender pay gap reports, pay transparency communications.
    • Employee pension communications that make pensions easy to understand and are engaging.
    • Manager and HR training and guides.

    Most organisations start out with the first three points in the list above. These three things create a solid foundation from which to communicate reward effectively. They also deliver a great ROI because they leverage every aspect of the total reward package. 

    Key components of effective employee reward communications

    Effective employee reward communications take comms from must-do broadcasts tied to the annual cycle, to powerful, high-performing campaigns. This communication transformation relies on five key elements:

    1. Reward scheme transparency

    The general rule of thumb is that the more transparent the reward communication, the better. However, even large organisations with mature reward functions and big HR teams aren’t always as transparent as you might think. Sometimes, the organisation’s culture doesn’t lend itself to reward scheme transparency. And sometimes it’s because the work hasn’t been done to enable certain topics – like pay – to be communicated openly.  

    The key is to be as open as you can be. This means getting executives on-board with moving to a more transparent reward culture. Establishing clear messaging and supporting materials will empower managers to effectively outline how rewards are determined and distributed. 

    1. Simplicity

    Using clear, jargon-free language will ensure all employees can easily understand the message. Many people find anything to do with money and maths complex. So you should use the most straightforward language you can. Why? Because: 

    • The UK’s financial reading age is 9 – making communications less complex is key for people who are neurodivergent, people with dyslexia or those with English as a second language.
    • Even the most educated people prefer plain English. When 800 circuit court judges had to choose between a traditional legalese argument or a plain English one, 66% preferred the plain English version. No matter their background.

    How do you achieve simplicity with your Reward comms? Start with plain English. Then, for more complex topics – like incentives, pay increases and pensions – add visuals to the copy to make it easier for people to digest.

    1. Personalisation

    Tailoring communication to meet the diverse needs of the workforce can sound like a LOT of work. But personalisation can be as simple as splitting your communications into those appropriate for managers and those appropriate for specific groups of employees. Rather than bundling everything into a single communication and asking people to wade through it to find the relevant section for them. 

    How much personalisation you include will depend on the quality of your employee data and the other tools and communications support at your disposal. For example, adding each individual’s first name to the top of an all-staff email to personalise it is only achievable if your email software has this functionality.

    1. Consistency

    Getting regular marketing emails from a company you bought something from a long time ago feels pretty normal if those emails have regularly landed in your inbox. But when you suddenly get an email a long time after buying from a business, it feels a little jarring.

    The same goes for your employee comms. Maintaining a steady flow of information will build a relationship with your people and ensure you can reiterate key messaging so your narrative lands. It will also prevent misinformation from spreading in a vacuum. And build a positive relationship with your people that will pay dividends when you need to communicate about less positive subjects. 

    Of course, the annual cycle of communication surrounding performance and pay reviews and benefit windows is key too. As is keeping employees informed about changes to reward structures or policies so you avoid surprises and manage expectations.

    1. Employee engagement

    Employee reward teams often have a lot to shout about. Bonuses, recognition awards, new benefits, old benefits, pay reviews, wellbeing initiatives, career development opportunities, discounts and more. 

    By seizing the opportunity to talk about the good things you do for your people, you’ll create a backdrop of positivity. So, when bad news needs to be shared it’s a blip in your narrative, instead of the only message you’ve shared. In an ideal world, you’ll create dialogues that allow employee feedback and questions, so you create conversations and not just one-way communications.

    The benefits of reward communications on employee engagement

    Well-communicated employee reward strategies and employee engagement drive a whole range of organisational wins:

    • 90% of HR professionals agree that an effective recognition and reward programme helps drive business results.
    • 75% of employers believe improving the effectiveness of their benefits communications is an important objective.
    • Research from Willis Towers Watson proves that firms that communicate effectively with their people will deliver a 47% higher total return to shareholders (2004-2009)

    Integrating reward communications into a wider total reward strategy

    Taking a strategic approach to reward communications requires a holistic approach that aligns with the organisation’s overall objectives and culture. It’s not just about the ‘what’ of rewards but the ‘how’ and ‘why’ behind them. 

    Strategic alignment

    The first step in integrating reward communications is ensuring that the communication strategy aligns with: 

    1. The organisation’s broader total reward strategy
    2. Any reward philosophy
    3. HR strategy
    4. Relevant business goals

    It can also draw on company culture and values through the language and narrative that’s created. This alignment ensures the messaging reinforces the organisation’s values and objectives, creating a cohesive and unified understanding of rewards across the organisation.

    Reward branding

    A lot of companies miss a trick with this one, but a reward brand is a great way to get your messaging noticed. With people’s inboxes and time maxed out, creating a recognisable reward brand can help people spot your communications. Typically aligned with your company branding, a reward brand has (potentially) a logo and a consistent look and feel that lets people instantly know they’re looking at reward communications. 

    In the same way your marketing team has visual guidelines, a tone of voice and style guide, and approved narratives and key messages, your reward team should have the same. This will ensure a consistent style of writing and a coherent approach to employee reward communications that have the same look and feel across all pieces, building trust with your audience.

    Connected and self-reinforcing

    Total reward strategies have been carefully thought out and reward communications should follow suit. While you will want to create communications for specific elements of your total reward package, you also need to have overarching comms that explain the value of the whole package. 

    You should also create connections between relevant parts of your reward package with your narrative and messaging. Whether that’s about placing a focus on performance, wellbeing or development. Your communications should consistently repeat the same messaging in different ways helping your messages land.

    Multi-channel approach

    Using a variety of communication channels ensures your messages reach the entire workforce in a way that resonates with them. You’ll have lots of options, including the intranet, reward microsites, email, face-to-face meetings, social media and print. 

    Reward communication channels used by Aon UK Benefits and Trends 2023 survey respondents

    One of my favourite places to communicate with employees is the back door of the toilets or above the urinals because the messaging always gets seen and read. A multi-channel approach caters to the different communication preferences of your workforce and reinforces messaging through repetition (without boredom) in different formats.

    Training for managers and HR

    The communications you create will be shared and brought to life by your HR team and your managers. Not only when you initially cascade your communications but when recruiting or communicating pay review and bonus outcomes, during performance reviews, when supporting employee wellbeing issues and when retaining employees. 

    Equipping managers and HR with the knowledge and tools to confidently and effectively communicate reward-related information to their teams is vital in helping you achieve your recruitment, employee engagement and retention goals. 

    Feedback mechanisms

    Incorporating feedback mechanisms into reward communications allows organisations to gauge employee understanding, perceptions and satisfaction with their rewards. Whether it’s a clickable link to a shared inbox where employees can send their queries, a reward-specific employee survey, face-to-face Q&A sessions or reward surgeries where employees can bring their questions and challenges. This feedback loop is crucial for continuously refining and improving communication strategies to better meet your employees’ needs.

    In conclusion

    Employee reward communications are a critical component of a comprehensive total rewards strategy. They bridge the gap between the organisation’s reward offerings and employee perception and appreciation of those rewards. By adopting a strategic, aligned, multi-channel approach, organisations can enhance attraction, employee engagement, motivation and performance. 

    Ultimately, effective reward communications are not just about conveying information – they’re about engaging in a dialogue that values and recognises the contribution of each employee. Fostering a culture of transparency, appreciation and mutual success.

    Take your reward communications to the next level by talking to me – Becky Hewson-Haworth. With over 20 years reward and communications experience, I can help you transform your reward comms from so-so to stand-out. 

    This article was originally published on Clarion Call Communications and can be accessed by clicking here.

    From Passionate Practitioners to Purposeful People Leaders

    October 28, 2025

    Avoiding the Promotion Transition Trap in Charities and Not-for-Profits

    Written by Sally Dhillon, Nudge Forward

    In charities, social enterprises and not-for-profit organisations, promotions are often made for all the right reasons.

    Someone has shown deep commitment to the mission.


    They are brilliant on the frontline, trusted by colleagues, reliable under pressure, and deeply aligned with the organisation’s values.

    So when a team leader or manager role becomes available, they’re the obvious choice.

    And yet, this well-intentioned promotion is where many organisations fall into what I call the Transition Trap.

    I’ve worked with many not-for-profit leaders who started out as exceptional practitioners — in service delivery, operations, fundraising, programmes or administration. They were promoted because they were good at what they did and cared deeply about the cause.

    But the move from doing the work to leading people who do the work is not a simple step up. Without the right support, it can feel like being handed responsibility without a map.

    If this sounds familiar in your organisation, you can view my listing in the Expert Services Directory to explore how I support charities and not-for-profits to develop confident, capable leaders.

    THE TRANSITION TRAP

    The transition from practitioner to people manager is one of the most challenging leadership shifts — and in the not-for-profit sector, it’s often unsupported.

    Here’s why it can be so difficult:

    • A shift in identity
      Many new managers are used to being valued for their direct contribution. Moving into leadership can feel like leaving behind the part of their role where they felt most confident.
    • Emotional overload
      Managing people brings complexity — performance issues, wellbeing concerns, boundaries and conflict — often alongside an already demanding role.
    • Imposter syndrome
      New leaders frequently feel they’re “winging it”, especially when they’ve had little or no leadership development.
    • Staying in delivery mode
      When leadership feels uncomfortable, people naturally retreat to what feels safe — continuing to do the work themselves rather than delegating, coaching or leading strategically.

    This isn’t about lack of ability or commitment. These are capable, values-driven people. 

    The challenge lies in changing mindset, gaining know-how, building confidence and shifting the support they receive.

    WHY IT MATTERS FOR NOT-FOR-PROFIT ORGANISATIONS

    When new managers struggle, the impact ripples across the organisation:

    • Teams feel the strain. Unclear priorities, poor communication and unresolved tensions affect morale and effectiveness.
    • Attrition increases. People leave roles where they don’t feel supported, creating disruption and loss of knowledge.
    • Senior leaders firefight. Time is spent managing issues that could have been prevented.
    • Mission delivery is compromised. Leadership gaps reduce consistency, quality and sustainability of impact.

    In a sector already under pressure — with rising demand, constrained funding and increased scrutiny — these effects matter.

    If retaining good people and protecting your organisation’s impact is a priority, view my listing in the Expert Services Directory to learn how leadership development can help.

    THE OPPORTUNITY

    The good news is that when charities and not-for-profits invest intentionally in developing new and emerging leaders, the results are significant.

    Organisations experience:

    • More confident, capable managers
    • Healthier team dynamics and communication
    • Improved retention and engagement
    • Leaders who balance compassion with clarity
    • Greater senior leadership capacity for strategic focus

    Leadership development in this sector isn’t about creating corporate managers. It’s about helping people lead in ways that are values-led, human and sustainable.

    THE SKILLS THAT MAKE THE DIFFERENCE

    From over 25 years experience coaching and developing leaders, I believe five areas consistently help people navigate the Transition Trap:

    1. Delegation and prioritisation — stepping back, focusing on what matters most and empowering others with clarity and confidence.
    1. Trust and psychological safety — creating environments where people feel safe to contribute and learn.
    1. Courageous conversations — addressing performance, boundaries and wellbeing with clarity and care.
    1. Inclusive leadership behaviours — creating belonging and valuing difference across teams.
    1. Resilience and self-leadership — managing emotional load and sustaining energy over time.

    These skills don’t replace professional expertise — they enable leaders to bring out the best in others.

    HOW TO SUPPORT NEW MANAGERS WELL

    Supporting new leaders doesn’t require complex programmes, but it does require intention.

    What makes the biggest difference:

    • Recognising that leadership is a distinct capability, not an automatic promotion outcome.
    • Providing early support through coaching and mentoring.
    • Investing in team development to build shared understanding and reduce friction.
    • Offering clear expectations and regular feedback.
    • Role-modelling reflective, values-led leadership from the top.

    Leadership development works best when it is practical, relevant and embedded — not left to chance.

    If you’re reviewing how you support new managers, my Expert Services Directory listing outlines the ways I work with not-for-profit organisations.

    CASE IN POINT

    One charity I worked with had promoted several highly respected frontline practitioners into management roles. Within months, senior leaders noticed rising tension, inconsistent decision-making and growing fatigue.

    Through a blend of one-to-one coaching, team development and leadership skills training, those managers gained confidence in how they led. They learned to delegate more effectively, have clearer conversations and lead with greater intention.

    The result was stronger collaboration, improved morale and a leadership team better equipped to sustain their impact to the communities they served.

    MOVING FORWARD

    The transition from practitioner to people leader is one of the most critical — and underestimated — leadership shifts in the not-for-profit sector.

    When organisations invest early in leadership development, they don’t just prevent problems — they protect their people, strengthen their culture and safeguard their mission.

    Every leader starts somewhere. The difference is whether they are expected to figure it out alone, or are given the knowledge, guidance and space to grow.

    If you’re a CEO or People & Culture lead in a charity, social enterprise or not-for-profit organisation and want to strengthen leadership capability view my listing in the Expert Services Directory and let’s talk.

    Nurturing Leadership in the Third Sector: Turning Accidental Managers into Organisational Champions.

    October 14, 2025

    Let’s be honest: in the charity and non-profit world, people often get promoted into management not because they’ve had formal leadership training – but because they’re brilliant at their job. They’re reliable, technically excellent, and deeply committed to the cause. So when a team lead position comes up, they’re the obvious choice.

    And that’s where the trouble begins.

    Because being great at doing the work isn’t the same as being confident in managing people doing the work.

    What we often end up with, through no fault of their own, is an “accidental manager.” Someone who’s in charge of a team but has never been shown how to manage people effectively. They want to do well. They care. But they’re overwhelmed, unsure, and sometimes even quietly dreading the people side of the job.

    Sound familiar?

    It’s more common than people think.

    Every organisation I speak to have at least a few accidental managers. They’re often passionate, mission-driven, and desperate not to let their teams (or the organisation) down—but they’re trying to lead without the tools, confidence, or support they need.

    What this looks like day to day:

    • They avoid difficult conversations because they don’t know how to start them
    • They take on too much, trying to be helpful, because delegation feels like dumping
    • They go quiet in leadership meetings because they don’t want to look like they’re out of their depth
    • Their teams start to lack direction, clarity or motivation—and issues slowly bubble under the surface

    And that ends up creating a culture where:

    • Staff feel unsupported or confused about expectations
    • Senior leaders are constantly being pulled in to “fix” issues that should be handled at team level
    • Really good people burn out, step back, or leave because it all feels too much.

    The cost of not supporting managers properly isn’t always obvious on a spreadsheet – but you can feel it in the day-to-day culture.

    It’s not about skills alone. It’s about confidence

    Here’s the thing I wish every senior leadership team knew: most accidental managers don’t need a bootcamp of theory. They need safe, consistent support that helps them grow their confidence and apply simple, practical tools in real-life situations.

    Because it’s not that they’re incompetent—it’s that no one has ever taught them:

    • How to have an honest but compassionate conversation
    • How to balance being approachable with setting clear boundaries
    • How to lead through change without carrying the weight alone
    • How to motivate someone who’s disengaged or struggling
    • How to spot where their own mindset might be getting in the way

    And, perhaps most importantly – how to feel like they can do this.

    When you work with managers on that level, you see something shift. They start to lean into the tough bits rather than avoiding them. They find their voice. They get clearer with their teams. They start leading with a bit more courage and a lot more clarity.

    Why this really matters at organisational level:

    If you’re in a senior role, you’re not just thinking about one manager, you’re thinking about the whole organisation.

    And it’s easy to assume that people “should” know how to manage, or that training is something they’ll pick up when they’ve got more time. But in reality, unsupported managers create:

    • Inconsistency—every team gets a different experience depending on their manager’s natural style
    • Escalation—senior leaders constantly being pulled into decisions or conflicts that could’ve been handled earlier
    • Confusion—staff don’t know what’s expected of them or how to grow in their roles
    • Low confidence—managers don’t ask for help because they’re worried it makes them look incapable

    On the flip side, when you invest in growing managers who are confident, self-aware, and people-focused:

    • You free up senior leaders to focus on strategy instead of firefighting
    • Teams feel clearer, calmer, and better supported
    • You create a genuine talent pipeline—people who could grow into bigger roles over time
    • You embed a culture where kindness and accountability can sit side-by-side
    • You get better outcomes—for the organisation, for your beneficiaries, and for your people

    It’s not fluffy stuff. It’s culture-shaping, risk-reducing, performance-improving work.

    So what does good support actually look like?

    Let’s be real – sending someone on a two-day generic course probably isn’t going to cut it.

    If you want to turn accidental managers into confident, consistent leaders, the support needs to be:

    • Ongoing – so they’re supported while applying it, not just left to sink or swim
    • Practical – real-life language, tools they’ll actually use, and space to talk about their real challenges
    • Safe – somewhere they don’t feel like they have to pretend they’ve got it all together
    • Shared – part of a peer group where they realise they’re not the only one who finds it hard
    • Structured – ideally with accreditation or a clear framework so they (and you) can see progress

    The managers I work with often tell me they’re relieved just to find out they’re not the only one. That alone makes a huge difference. And once they’ve got that foundation, we can start to layer in the practical stuff: feedback frameworks, motivation models, how to build psychological safety, how to make confident decisions, and so on.

    Because leadership is something we learn – not something we magically know how to do the moment we get the job title.

    A strategic decision, not just a nice-to-have.

    If you’ve ever found yourself thinking, “Our managers are doing their best, but something’s not quite clicking,” you’re not imagining it. And you’re definitely not alone.

    Lots of charities are grappling with this – especially now, when capacity is stretched, change is constant, and everyone’s doing more with less.

    But investing in your managers—really investing, not just hoping they figure it out—gives you back so much more:

    • Headspace for senior leaders
    • A stronger, more resilient middle layer
    • Higher retention across teams
    • Less stress and reactivity
    • And a culture that people want to stay in

    Not every organisation sees it as a strategic priority, but the ones that do tend to find they spend less time managing crises, and more time building momentum.

    A final thought

    Accidental managers aren’t the problem. They’re the solution, if we support them properly.

    They’re the future heads of departments, future CEOs, future culture shapers. They’re the ones holding the day-to-day experience of your staff in their hands.

    Let’s not leave them to figure it out alone.

    If you’re nodding along and thinking, “That’s exactly what we’re seeing in our organisation,” I’d love to talk about how we can support your managers to grow into the kind of leaders your people, and your mission, deserve.

    Because confident, compassionate managers don’t just make things easier. They make everything better.

    How to choose the right coach / consultant for your organisation

    Nurturing Leadership in the Third Sector: Turning Accidental Managers into Organisational Champions.

    October 7, 2025

    Let’s be honest: in the charity and non-profit world, people often get promoted into management not because they’ve had formal leadership training – but because they’re brilliant at their job. They’re reliable, technically excellent, and deeply committed to the cause. So when a team lead position comes up, they’re the obvious choice.

    And that’s where the trouble begins.

    Because being great at doing the work isn’t the same as being confident in managing people doing the work.

    What we often end up with, through no fault of their own, is an “accidental manager.” Someone who’s in charge of a team but has never been shown how to manage people effectively. They want to do well. They care. But they’re overwhelmed, unsure, and sometimes even quietly dreading the people side of the job.

    Sound familiar?

    It’s more common than people think.


    Every organisation I speak to have at least a few accidental managers. They’re often passionate, mission-driven, and desperate not to let their teams (or the organisation) down—but they’re trying to lead without the tools, confidence, or support they need.

    What this looks like day to day:

    • They avoid difficult conversations because they don’t know how to start them
    • They take on too much, trying to be helpful, because delegation feels like dumping
    • They go quiet in leadership meetings because they don’t want to look like they’re out of their depth
    • Their teams start to lack direction, clarity or motivation—and issues slowly bubble under the surface

    And that ends up creating a culture where:

    • Staff feel unsupported or confused about expectations
    • Senior leaders are constantly being pulled in to “fix” issues that should be handled at team level
    • Really good people burn out, step back, or leave because it all feels too much.

    The cost of not supporting managers properly isn’t always obvious on a spreadsheet – but you can feel it in the day-to-day culture.

    It’s not about skills alone. It’s about confidence

    Here’s the thing I wish every senior leadership team knew: most accidental managers don’t need a bootcamp of theory. They need safe, consistent support that helps them grow their confidence and apply simple, practical tools in real-life situations.

    Because it’s not that they’re incompetent—it’s that no one has ever taught them:

    • How to have an honest but compassionate conversation
    • How to balance being approachable with setting clear boundaries
    • How to lead through change without carrying the weight alone
    • How to motivate someone who’s disengaged or struggling
    • How to spot where their own mindset might be getting in the way

    And, perhaps most importantly – how to feel like they can do this.

    When you work with managers on that level, you see something shift. They start to lean into the tough bits rather than avoiding them. They find their voice. They get clearer with their teams. They start leading with a bit more courage and a lot more clarity.

    Why this really matters at organisational level:

    If you’re in a senior role, you’re not just thinking about one manager, you’re thinking about the whole organisation.

    And it’s easy to assume that people “should” know how to manage, or that training is something they’ll pick up when they’ve got more time. But in reality, unsupported managers create:

    • Inconsistency—every team gets a different experience depending on their manager’s natural style
    • Escalation—senior leaders constantly being pulled into decisions or conflicts that could’ve been handled earlier
    • Confusion—staff don’t know what’s expected of them or how to grow in their roles
    • Low confidence—managers don’t ask for help because they’re worried it makes them look incapable

    On the flip side, when you invest in growing managers who are confident, self-aware, and people-focused:

    • You free up senior leaders to focus on strategy instead of firefighting
    • Teams feel clearer, calmer, and better supported
    • You create a genuine talent pipeline—people who could grow into bigger roles over time
    • You embed a culture where kindness and accountability can sit side-by-side
    • You get better outcomes—for the organisation, for your beneficiaries, and for your people

    It’s not fluffy stuff. It’s culture-shaping, risk-reducing, performance-improving work.

    So what does good support actually look like?

    Let’s be real – sending someone on a two-day generic course probably isn’t going to cut it.

    If you want to turn accidental managers into confident, consistent leaders, the support needs to be:

    • Ongoing – so they’re supported while applying it, not just left to sink or swim
    • Practical – real-life language, tools they’ll actually use, and space to talk about their real challenges
    • Safe – somewhere they don’t feel like they have to pretend they’ve got it all together
    • Shared – part of a peer group where they realise they’re not the only one who finds it hard
    • Structured – ideally with accreditation or a clear framework so they (and you) can see progress

    The managers I work with often tell me they’re relieved just to find out they’re not the only one. That alone makes a huge difference. And once they’ve got that foundation, we can start to layer in the practical stuff: feedback frameworks, motivation models, how to build psychological safety, how to make confident decisions, and so on.

    Because leadership is something we learn – not something we magically know how to do the moment we get the job title.

    A strategic decision, not just a nice-to-have.

    If you’ve ever found yourself thinking, “Our managers are doing their best, but something’s not quite clicking,” you’re not imagining it. And you’re definitely not alone.

    Lots of charities are grappling with this – especially now, when capacity is stretched, change is constant, and everyone’s doing more with less.

    But investing in your managers—really investing, not just hoping they figure it out—gives you back so much more:

    • Headspace for senior leaders
    • A stronger, more resilient middle layer
    • Higher retention across teams
    • Less stress and reactivity
    • And a culture that people want to stay in

    Not every organisation sees it as a strategic priority, but the ones that do tend to find they spend less time managing crises, and more time building momentum.

    A final thought

    Accidental managers aren’t the problem. They’re the solution, if we support them properly.

    They’re the future heads of departments, future CEOs, future culture shapers. They’re the ones holding the day-to-day experience of your staff in their hands.

    Let’s not leave them to figure it out alone.

    If you’re nodding along and thinking, “That’s exactly what we’re seeing in our organisation,” I’d love to talk about how we can support your managers to grow into the kind of leaders your people, and your mission, deserve.

    Because confident, compassionate managers don’t just make things easier. They make everything better.

    How to Unlock Your Most Productive Self

    October 2, 2025

    Dr Natalie Isaia, Clinical Psychologist and Founder of Empresa Psychology

    I’ve always considered myself to be a highly organised and efficient person, so this is hard to admit, but when I first started my business, I struggled to streamline and stay on top of my business admin. They don’t cover business admin processes in the Clinical Psychology doctorate! Back then, the insights and tips in this article helped me to get on top of everything and become my best business self. I’m sure I’m not the only person who has ever struggled with productivity, so I wanted to share what I have learned with you, backed up with some hard facts from the field of Clinical Psychology.

    The neuroscience behind your stress

    In fast-paced executive roles, the stress caused by disorganisation and inefficient working causes your ‘threat system’ in your brain to fire up. This can happen through multiple avenues:

    • the fatigue caused by spending a long time working on something whilst not achieving as much as you intended
    • the feeling of anxiety that occurs when we feel that we are behind and can’t get through what we need to,
    • constant task-switching which scatters our focus.

    Most importantly, when your ‘threat system’ is highly active, it takes over the rest of your brain, so your frontal lobe is not working effectively. The frontal lobe is your ‘rational brain’ that is responsible for problem solving, decision making and creativity – all attributes that you need to be online when the stress and the stakes are high.

    By honing productivity and refining organisational systems, your time and energy is optimised so you can get more done in less time and feel less stressed. Now your ‘threat system’ is no longer in the driving seat, your frontal lobe is back online, and you are able to concentrate, lead with vision, focus on high-impact priorities and make important decisions with confidence.

    If you want to understand the psychological barriers that are preventing your leaders and managers from thriving, we want to speak to you! Empresa Psychology’s evidence-based training upskills teams and leaders with neuroscience-backed strategies to regulate their ‘threat system’ and improve wellbeing and performance in one go. Book a free consultation via our website today to find out more.

    Identifying the problem

    Despite understanding the neuroscience behind the issue, at first I was confused: I normally find it so easy to be organised and productive, what was going wrong here? You can’t solve a problem if you don’t know what it is, so step one is always to investigate the root cause of the issue. In my case, I narrowed the culprits down to two:

    1. Lack of clarity. At that time, I was doing something that was new to me, and I therefore did not have a clear idea of exactly the tasks I should be completing. This made it extremely difficult to organise my time in any effective way.

    2. Overwhelm. When I did start to break down all the tasks and processes, there were so many that it immediately felt overwhelming. So, I did what all good humans do when they feel overwhelmed – put it off!

    Those happened to be the causes of my issue, but there are so many other reasons why we might struggle with organisation and productivity. Neurodivergence, competing priorities, distractions, perfectionism, and burnout, to name a few. If you’re interested in upskilling your teams and leaders with immediately applicable strategies to reduce burnout and presenteeism, find out more at our website.

    The myth of being lazy

    My strategy of putting it off unsurprisingly did not help me! Are you ever hard on yourself for procrastinating? Research from the fields of psychology and neuroscience reveal that this is actually a coping strategy – your brain’s attempt to keep you safe!

    The neural pathways in your brain that oversee your response to threat (the ‘fight or flight’ response) can’t tell the difference between a physical threat and an imaginary threat. If you’re worried about an upcoming task (e.g. “I have to write an article, what if it isn’t very good!”), your ‘threat system’ kicks in and uses the same strategy it has used for hundreds of thousands of years: avoid the scary thing!

    This strategy worked very well for real physical threats like dangerous forests or sabre tooth tigers, but most threats now exist in our imagination and avoidance only makes the fear worse.

    Often, to identify the root of our productivity issue, we must identify the root of the procrastination. This is easier said than done because our ego often says “I’m not scared of that!”, but if you can dig a little deeper then you will be able to dive to the heart of the issue.

    At the same time, being kind to yourself in these moments is essential. The procrastination is happening because your ‘threat system’ is activated. If you then respond to yourself with self-criticism, you’re compounding that ‘threat system’ activation and potentially making the problem worse.

    Self-compassion is misunderstood by many, but a is superpower for those who have mastered it. Our Compassionate Leadership training supports leaders to be kind to themselves whilst drawing on strength, courage and wisdom to hold teams (and themselves) accountable and achieve excellent outcomes.

    Motivation is fleeting

    Before we get to the solution, I must flag up an often used but usually unhelpful strategy: “I’ll do it when I feel like it”. Rely on this approach at your peril – motivation is fleeting.

    More than that, motivation actually comes out of action, not the other way around! The primary psychological treatment for depression is called ‘behavioural activation’. It is a straightforward approach: schedule small but meaningful tasks and do them at their scheduled time whether you feel like it or not. At first, it feels hard, but gradually motivation starts to grow. “Action then satisfaction” as a client of mine said many years ago. The good news is that this approach works for productivity and motivation in general, not just for individuals experiencing depression.

    The practical solution

    The wisdom behind the practical solution to my productivity problem was in part contained in a phrase I’ve heard over and over again on consultation calls with successful leaders and executives: “If it isn’t scheduled in my calendar, it doesn’t happen”. I’ve heard this applied to lunch, walks, self-care, admin, everything.

    The core principle here is that consistency beats motivation every time. And if you put in a very clear structure, then the consistency becomes a lot easier. One of the secrets to building and maintaining a habit is to make it as easy as possible for yourself because unfortunately unlimited ‘willpower’ is also a myth!

    In reality this took me several months, many iterations and a lot of help from a variety of sources. When I cracked it, this is what it looked like:

    1. Create a very clear and detailed process – break down all the tasks and sub-tasks. This gave me clarity. It also meant that once I had a process to follow, my brain could go into auto-pilot, which is where it wants to be, removing a lot of cognitive effort associated with working out what I should be doing next.

    2. Schedule everything. I booked in “meetings” with myself with set agendas. I reduced the overwhelm by scheduling sub-sections of tasks across several weeks, thus setting myself realistic and specific goals (remember SMART goals?). This works because the actions themselves become automated and my brain is less likely to get in its own way by over-thinking. If my calendar says ‘Call Jess’ on Monday at 3pm, then I just pick up the phone and do the task because it is 3pm. Even if I’m nervous about speaking to Jess, I can more easily override the resulting urge to procrastinate.

    The psychological cherry on top

    Want to make these strategies even more effective? Alongside mastering self-compassion, here are two psychology-approved add-on techniques that worked for me:

    Bonus tip #1 – find your “why”. Values-based action is very good for our wellbeing and also supports motivation. For me, this was about going deeper than just the financial elements of starting a business and asking “what is my real purpose and meaning that drives me to do this?”. Keep that front and centre in your mind (or on a post-it note) so that when you’re feeling unmotivated you can reconnect to this.

    Bonus tip #2 – add on an accountability tool. This one comes from behavioural psychology and will look different for everyone. It could be a reward, for example if you hit all your goals consistently for a month you can book a spa day. Or it could be a penalty, for example if you don’t hit at least 85% of your goals you have to give money away to a cause you actively dislike. Whatever you choose, the idea has to have a powerful enough impact to encourage you to get on with the task you’re trying to put off!

    Found this interesting?

    If you enjoyed reading this article, I’d love to speak with you! I’m inspired by finding out exactly what leaders and businesses are struggling with, and offering tailored, evidence- based techniques and strategies to help them achieve excellence without compromising wellbeing. In this article, I’ve described how I applied this to myself, now let’s talk about how I can help you. Head to the Empresa Psychology website today to book a free consultation call!