70 Skills Challenges

Many workplaces reward constant effort – long hours, quick responses and visible busyness. But sustainable performance rarely comes from pushing harder all the time. People tend to perform best in two distinct cycles: periods of focused effort followed by periods of renewal.

When people recognise their energy patterns and allow time to reset, productivity and wellbeing are more likely to be sustained. Without this recovery, concentration drops, mistakes increase and motivation declines – potentially leading to burnout or disengagement over time. Creating healthier working rhythms is the responsibility of everyone: individuals, managers and leaders.

Environmental impact isn’t just shaped by policies or targets - it’s also influenced by how work is designed and carried out day to day. Reactive working, low trust and unsustainable workloads often lead to unnecessary meetings, tasks being done twice, extra travel and longer hours spent online. These behaviours don’t just increase energy use, they also waste time, resources and lead to lost productivity - all of which negatively impact the environment, as well as the business. The good news is, making better choices is something everyone in the workplace can contribute to - and benefit from.

Emotional engagement is what turns routine tasks into meaningful work. When people feel emotionally connected to what they do - and understand why it matters - they’re more likely to stay focused, put in discretionary effort and produce higher-quality work.

By contrast, when work feels disconnected, invisible or purely transactional, motivation often drops - even among capable and experienced people. Emotional engagement isn’t about constant enthusiasm or positivity; it’s about feeling a sense of purpose, impact and personal investment in day-to-day work. And when that’s present, productivity usually follows.

Whether you’re introducing a new project, explaining organisational changes, or sharing long-term goals, the way you communicate is just as important as the message you’re conveying. It helps others understand why something matters and how they fit into it. By contrast, vague or inconsistent communication can cause confusion, mistrust or apathy.

We all know first impressions count. However, building rapport isn’t just about being friendly - it’s about creating trust, warmth and understanding. When this happens, collaboration becomes easier and conversations flow more naturally. Fortunately, it’s a skill anyone can learn with a bit of practice. It comes down to being curious, empathetic and adaptable: noticing others’ cues - such as tone, pace and energy - and matching them respectfully in any situation, from everyday conversations to high-stakes meetings.

When things are going well, it’s tempting to keep doing what you know works. However, teams that excel at continuous improvement don’t just react when things go wrong – they also ask what can be learned when things go right. They foster environments where feedback, experimentation and shared learning feel safe, expected and valued. So how can leaders create those conditions – and what can teams do to turn good performance into great?

Performance development reviews (PDRs) are meant to be a constructive checkpoint, not just a box-ticking exercise. They provide an opportunity to reflect on achievements, discuss challenges and plan for the months ahead. Yet many people – both employees and managers – find the process daunting.

For appraisees, it can be tricky to ask for honest feedback, especially if you’re unsure how it’ll land. For managers, giving and receiving feedback can feel uncomfortable when you’re expected to have all the answers. But in reality, feedback is a two-way street: it’s about growth, clarity, and keeping individuals and teams on track.

Conflict is inevitable in any workplace; we have different backgrounds, attitudes, approaches, expectations and priorities. And the way we handle these situations can make all the difference. Constructive conflict resolution isn’t about avoiding disagreement; it’s about managing it well. And, when approached thoughtfully, conflict can even lead to better ideas, stronger relationships and improved outcomes.

Acts of kindness are rarely about delivering a grand gesture. It’s the smaller actions, not conducted in the public eye, that show someone you really are thinking of the other person, and not yourself.

There should always be room for kindness in the workplace. People who care about others build strong and trusting relationships and achieve more. Being aware of the needs of your colleagues, regardless of their position in the company, is the first step in enabling space for it.

How do you agree effective performance objectives that inspire action? By making them clear and emotionally engaging. While vague goals lead to unmeasurable outcomes, effective written objectives result in positive engagement, clear direction, accountability and a desire to achieve. Well written objectives also mean there is a shared and agreed understanding of intended outcomes.

Do you suffer from imposter syndrome? If you do, you’re not alone: research shows up to 50% of us sometimes feel like a fraud at work - and it can affect anyone, irrespective of gender, age or experience. Imposter syndrome is that nagging feeling of self-doubt where you question your abilities or worry you don’t belong, despite evidence to the contrary. It can show up in a variety of ways - anything from feeling like you’re not good enough to perfectionism - which may stop you from achieving your full potential.