Author name: Mark Fulcher

11//6/2024 Recently, I ran a session with leaders from the engineering firm Aurecon on Adaptive Leadership, focusing on the intricate, complex challenges that leaders face, especially those involving significant behavioral changes. This session not only reaffirmed my belief in the effectiveness of Adaptive Leadership but also reminded me of my own critical encounters with such […]

4/6/2024 Apparently everywhere. 

 I recently read “Taming Toxic People: The Science of Identifying and Dealing with Psychopaths at Work and at Home” by David Gillespie which offers a practical guide to recognizing and managing psychopaths in both professional and personal settings. What a fun read! Gillespie defines psychopathy as a personality disorder marked by

23/5/2024 In my journey as a consultant working with clients large and small, I’ve realised that the backbone of any thriving company is not its strategies or products, but its people—particularly its leaders. The success of most organisational initiatives, hinges on the role that leaders play. 

 Bad leadership, as we often hear, isn’t just

22/5/2024 After many years in big corporate, big 4 consulting and working with smaller clients, one way to cultivate a thriving organisational culture, is through robust feedback. When people think of feedback, they may think of awkward moments sharing (often negative feedback) that may have varying ramifications. Effective feedback is much more that that. It

14/5/2024 Not another article about WFH?  Well it’s a conversation that I find is repeated, and repeated once more, and we’re still working out the answer. As we navigate the evolving landscape of work in a post-pandemic world, the decision to return to the office has varied widely across organisations, particularly between large and small

22/11/23 When it comes to driving change with your people or organisational culture, leadership is critical.  Whether it’s delivering on your strategy, defining and setting the example behaviours for future desired culture or having proactive or constructive conversations around performance, the calibre of your leaders is paramount. This is relevant for all organisations, but particularly

21/10/2023 This term High Performance Culture gets thrown around like it is the panacea to all organisational challenges, but what really is it? I joined a management consulting firm 15 years ago and it was the buzz word on speed dial. I question that many then  knew what it REALLY was and why it was

20/9/2023 As a leader of a growing organisation, you realise that things need to change, need to evolve, but where to start?  How do you ensure that you make changes that don’t put at risk the very thing that makes your organisation unique and that created the success in the first place? Growth brings with

Every successful scale-up has its challenges—especially behind the scenes. While founders and boards set the vision, the People & Culture function often lags behind in fast-growing organisations. If left unchecked, this can lead to poor talent retention, inconsistent onboarding, and even legal risks from inadequate employee management. At Beacon Consult, we’ve worked with numerous organisations