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Short videos

Curious Minds

Big questions. Short videos. Powerful thinking.
Curious Minds brings you short, powerful video questions to challenge thinking, inspire growth and develop stronger leaders.
What surprises people when they are first promoted to a people manager role?
What is a common piece of advice that sounds sensible but rarely works in reality?
What should new managers stop doing, even if it feels productive?
What would you say to somebody who has just accepted their first manager role and is quietly panicking?
How does someone know they are shifting from managing tasks to leading people?
What gives you confidence somebody will grow into a strong people leader, even if they are unsure right now?
What do you wish someone had told you before you managed your first person?
Why do so many high performers struggle when they move from doing the work to leading others?
What does it mean to stop being the expert in the room and how can new managers let go without feeling they are losing value?
How can someone tell when they are still acting like a top performer rather than a people manager?
What is one small behaviour change that makes the biggest difference early on?
How do you approach conversing with people you now manage who were once your peers?
What mistakes do you see people make when they try too hard to be liked?
What does good communication look like beyond having regular catch ups?
How can new managers start difficult conversations without overthinking or delaying them?
What simple question can managers ask which instantly improves trust and clarity?
Why is delegation often so uncomfortable for new managers?
How can someone delegate without feeling they are setting themselves or someone else up to fail?
What is the difference between supporting somebody and rescuing them?
How can new managers build confidence in the first few months?
What helps people realise they are more capable than they think when leading others?
What are the first leadership habits that tend to stick, for better or worse?
How much impact do small everyday behaviours have on team culture?
If a manager focused on just one thing in their first 90 days, what should it be?
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