By building sustainability into job descriptions, development plans, and even career pathways, you are embedding sustainability into the core of your business without having to make additional effort or assign a specific role.
One of the biggest shifts I’ve made across my companies is building space for deliberately “stupid” ideas, the kind that make sensible people roll their eyes… and sometimes change the whole direction of the business.
The business life cycle is real. It doesn’t wait for comfort, it doesn’t slow down for capability gaps, it keeps evolving. The job of the founder, its directors and leaders is to notice what the business needs next
There is no perfect moment to let go, but there is a right one. It’s the moment when you realise your business needs more than you can personally give it, and that’s not weakness, that’s leadership.
In this blog, I’m going to explore the realities of directors putting their own money into their companies, not just the practical mechanics, but the emotional and psychological impact as well.
Understanding risk vs uncertainty
One of the first steps in effective risk management is distinguishing between risk and uncertainty. While they may seem similar, they have very different implications.
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