People are overloaded, trust is wobbling, and the workload is becoming impossible. So naturally, leadership books a workshop. In this episode of Leadruption, Emma Last explores Quickfixation, the tempting habit of trying to solve complex human and organisational problems with an initiative, a worksheet, and, if we’re lucky, slightly better biscuits.

In this episode, we explore:

• What Quickfixation is, and why taking action isn’t always the same as addressing the actual problem.
• What happens when people raise concerns about workload, management, or trust, and the response is another resilience session.
• Why individual wellbeing interventions can’t compensate for problems being created by the wider system.
• How the Say–Do Gap appears when leaders say, “We’ve listened”, but people experience another initiative rather than meaningful change.
• Two questions to consider: Where might you be offering people a tool to cope with something you actually have the power to change? And what are people repeatedly telling you is wrong that you keep answering with an initiative instead of a decision?

Sometimes the most human-first thing a leader can do isn’t book another workshop.

It’s fix the thing.

Although you can still keep the better biscuits.

Want more Leadruption?

Come and join Emma in Leadruption PodChat to continue the conversation and discover more words from The Leadruptionary.

You can also explore the Say–Do Gap White Paper and go deeper into what happens when leadership intention and lived experience stop matching.

https://emmalast.com/leadruption-podchat

We talk a lot about resilience, but sometimes resilience gets rewarded with more adversity. You cope, you carry on, you prove you can handle it, and somehow the answer becomes, “Great, give her more.” In this episode of Leadruption, Emma Last introduces Lovsilience, a different way of thinking about what it means to keep going when life has given you plenty of reasons not to.

In this episode, we explore:

• What Lovsilience means: Love + Resilience, and the courage to keep your heart open, your hope alive, and your dreams moving.
• Why resilience is not simply about how much adversity you can endure.
• The idea that growth after difficult experiences is not automatic, and why meaning, support, relationships, hope, and something bigger can all matter.
• The story of seeing Janice Robinson, and what her journey sparked around hope, dreams, setbacks, and continuing to move towards what matters.
• Why leaders need to think carefully about whether somebody’s resilience is being admired, or quietly used as an excuse to keep asking them to carry more.

Lovsilience isn’t about how much you can endure. It’s about what you refuse to lose along the way.

Perhaps that leaves us with a couple of questions:

Where have you become so good at being resilient that people have stopped asking what it is costing you?

And what do you want to protect, keep alive, or keep believing in, even when things don’t go the way you hoped?

Want more Leadruption?

Come and join Emma in Leadruption PodChat to continue the conversation and discover more ideas and words from The Leadruptionary.

https://emmalast.com/leadruption-podchat

Have you ever asked someone for completely honest feedback, then immediately started explaining why they’ve got it wrong? We say we want honesty, but sometimes what we really want is reassurance delivered in the shape of feedback. In this episode of Leadruption, Emma Last explores Feedblacklash, what happens when the feedback we asked for turns out to be more honest than we expected.

In this episode, we explore:

• What Feedblacklash is, and why asking for honest feedback is very different from being ready to receive it.
• How easily we can respond to feedback with context, explanation, justification or a quiet internal appeal against the verdict.
• Why defensiveness can unintentionally teach people that honesty is welcome only when it is comfortable.
• The difference between asking for reassurance and genuinely asking for information that might challenge how we see ourselves.
• Two questions to consider: When you ask for feedback, are you really asking for information or reassurance? And what have your previous reactions taught people about how safe it is to be honest with you?

Want more Leadruption?

Come and join Emma in Leadruption PodChat to continue the conversation, explore the Say–Do Gap and discover more words from The Leadruptionary.

You’ll also find the Say–Do Gap White Paper there if you want to go deeper into the gap between leadership intention and lived experience.

https://emmalast.com/leadruption-podchat

There’s a difficult conversation you know you need to have. You’ve thought about it, rehearsed it, maybe drafted the message six times, and possibly discussed it with everyone except the actual person involved. Welcome to Confrontcrastination, where avoiding the conversation doesn’t make the problem disappear, it usually just gives it time to get bigger.

In this episode of Leadruption, Emma Last explores:

• What Confrontcrastination is: postponing a difficult conversation until it becomes significantly more difficult.
• Why we can spend so much time preparing, rehearsing, drafting, and seeking other people’s opinions instead of simply speaking to the person concerned.
• How avoidance can allow resentment to build, patterns to continue, and a relatively straightforward conversation to turn into a much bigger process.
• Why having conversations earlier, more clearly, and more safely matters for trust and leadership.
• Two questions worth asking yourself: What conversation are you preparing beautifully for instead of actually having? And what is your avoidance costing the person you haven’t spoken to yet?

Want more Leadruption?

If this made you laugh, wince, or think, “Oh heck, I do that”, come and join Emma in Leadruption PodChat.

You’ll find the Say–Do Gap White Paper there and, if you ask nicely, Emma may even create a personalised Leadruptionary word just for you.

https://emmalast.com/leadruption-podchat

In this episode, we explore:

• The difference between the Say-Do Gap and the Say-D’oh Gap, and those moments when our leadership behaviour doesn’t quite match the leader we think we are.
• The contradictions that show up around trust, challenge, wellbeing, consultation, freedom,and boundaries, including the things we can all say with complete conviction while behaving rather differently.
• Why good intentions aren’t enough if the lived experience of our leadership is creating stress, disengagement, lower performance, or an erosion of trust.
• Why the gap between intention and impact can affect not only people and culture, but also reputation, relationships, and whether people ultimately choose to stay.
• Two questions worth sitting with: Where in your leadership might you be judging yourself by your intention while somebody else is living with the impact? And where might your next Say–D’oh moment already be trying to get your attention?

Want to go deeper?

Join the Leadruption Podchat Community and Download Emma’s free Say–Do Gap White Paper to explore what happens when leadership intention and lived experience stop matching, why that gap matters, and what leaders can start noticing differently.

https://emmalast.com/leadruption-podchat

In this short introduction to Leadruption, Emma Last explores:

• Why there’s often a gap between the leadership we intend and the leadership other people actually experience.
• The everyday leadership contradictions that affect trust, culture, decisions, relationships, reputation and results.
• What to expect from The Leadruptionary, Emma’s growing dictionary of modern leadership contradictions.
• Why human judgement, connection, and perspective matter even more in a world being reshaped by AI, technology, and constant change.
• What you can expect from these five or six-minute morning shots: one idea, one disruption, and something that might make you laugh, stop, think, and occasionally realise, “Oh heck. I do that.”

About Leadruption

Leadruption is hosted by Emma Last, Informed Leadership consultant and speaker, and creator of the Say-Do Gap.

Because leadership is serious work, but we really don’t have to take ourselves quite so seriously.