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Workplace culture

Design to Thrive: Rethinking Motivation and Leadership with James Sale

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What if leadership wasn’t about getting more out of people but about designing the conditions where people naturally thrive?

In this episode, James Russell, Alex Sellers, and James Sale explore what truly motivates human behaviour and why understanding motivation is one of the most powerful levers for personal change and organisational effectiveness.

James Sale shares the story behind Motivational Maps, reflecting on his own mid‑life career transition and how decades of reading, curiosity, and experimentation shaped a tool now used by hundreds of thousands of people worldwide. Along the way, the conversation ranges beautifully, from leadership and organisational culture to listening, identity, and what it really means to “become” rather than arrive.

Key themes explored in the episode include:

  • Why motivation is not fixed Motivation shifts as our lives, contexts, and circumstances change. Understanding this can unlock energy, clarity, and compassion for ourselves and others.
  • From control to design in leadership A powerful reframe: great leaders stop asking “How do I get more out of people?” and start asking “How do I design roles, rewards, and conversations so people’s natural drivers are engaged?”
  • Mid‑life transitions and reinvention James reflects on leaving a secure career in education in his forties and why trying things out, rather than over‑planning, is often the only way to discover what truly motivates us.
  • The danger of misaligned organisations When mission statements, leadership motivators, and employee drivers don’t align, organisations unintentionally create friction, disengagement, and resistance to change.
  • Listening as a leadership discipline Listening isn’t just a communication skill. It may be the closest thing we have to love in organisational life, and a foundation for trust, influence, and change.
  • Becoming, not predicting Why trying to define your future self too precisely can limit growth and why life, like an acorn becoming an oak, unfolds in ways we can’t fully foresee.

The episode closes with reflections on perseverance over strength, small steps over big gestures, and the importance of staying curious, present, and human especially in complex leadership roles and times of change.

Motivational Maps

The Reality of HR: What People Expect vs What Actually Happens

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Most people have a fairly clear idea of what HR is supposed to be. Strategic. Proactive. A trusted partner to leadership. Driving culture, shaping performance, and making work better for everyone.

And in many ways, that’s absolutely true.

But if you ask anyone working in HR what their day actually looks like, you’ll often find it’s broader and more dynamic than expected. It involves balancing strategic priorities with real-time people needs, managing risk, supporting managers and navigating complex situations as they arise. In this guide, we explore some of the most common expectations of HR and what that looks like in practice.

 1. The expectation: HR is purely strategic
   The reality: HR combine strategy with hands-on support.

There’s a strong focus on HR operating at a strategic level- aligning people’s plans with business goals, shaping organisational design and influencing leadership decisions. And that work is a core part of HR in 2026.

Alongside that, HR also plays a vital role in supporting day-to-day operations.

On any given day, HR may move from workforce planning into supporting a manager with a sensitive issue, then into an absence case, and then into advising on a policy question. This blend of strategic thinking and practical support is what makes HR so valuable. It ensures that business goals are delivered in a way that is consistent, compliant, and people-focused.

2. The expectation: HR has all the answers
    The reality: HR enables and supports great management

HR is often seen as the go-to for clear answers- particularly around policies, employment law, and compliance. In reality, many situations involve a level of complexity.

HR professionals bring expertise, judgement, and structure to these situations. They assess risk, interpret policies, and guide managers toward decisions that are fair, consistent, and aligned with both legal requirements and business needs.

Rather than simply providing answers, HR adds value by helping organisations navigate complexity with confidence.

3. The expectation: HR owns people management
The reality: HR enables and supports great management

HR is often seen as the go-to for clear answers- particularly around policies, employment law, and compliance. In reality, many situations involve a level of complexity.

HR professionals bring expertise, judgement, and structure to these situations. They assess risk, interpret policies, and guide managers toward decisions that are fair, consistent, and aligned with both legal requirements and business needs.

Rather than simply providing answers, HR adds value by helping organisations navigate complexity with confidence.

4. The expectation: HR drives culture
   The reality: HR shapes and supports culture across the business

Culture is often closely associated with HR, and rightly so. HR plays a central role in defining values, building frameworks and supporting initiatives that influence culture- including engagement strategies, policies and learning & development programmes.

At the same time, culture is experienced through everyday interactions across the organisation.

HR helps create the structure and consistency that allows culture to develop in a positive and sustainable way, working alongside leadership and managers to embed it across the business.

 

5. The expectation: HR is there for employees
The reality: HR supports both the people and the organisation

HR is sometimes viewed solely as an employee support function. In practice, HR supports both employees and the organisation, helping to create fair, consistent, and effective outcomes for everyone. This includes managing employee relations, ensuring compliance, supporting wellbeing, and guiding decision-making in a way that balances individual needs with business priorities.

This balanced approach is what allows organisations to operate effectively while maintaining a positive employee experience.

6. The expectation: HR will quickly translate employment law changes into action
    The reality: Applying employment law takes time and careful consideration

With recent employment law changes now coming into effect, there’s often an expectation that HR can quickly turn them into clear actions for the business.

In reality, it takes time to interpret what’s changed, understand the impact, and apply it properly.

HR needs to review contracts, policies, and procedures, assess risk, and make sure any updates are clear and consistent across the organisation.

There’s also a communication element, making sure managers and employees understand what’s changing and what it means in practice.

Are your contracts, policies and procedures ready for the change? It’s not only about understanding new legislation- it’s about making sure your documentation reflects it.

Our Employment Rights Bill Readiness Audit helps you review what’s in place, highlight any gaps, and make sure you’re aligned with the latest requirements. 

We.Are.Powerful.  Designing for Behaviour, Not Just Space: Steve Henigan

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We.Are.Powerful.  Inspiring stories from people who have dared to affect change.

You Win or You Learn: Culture, Space and the Reality of Work.

In this episode James and Alex speak to Steve Henigan, Founder & MD of HCG, about the reality behind workplace culture and transformation.

This conversation goes beyond office design, exploring how leadership behaviour, clarity, and culture shape whether workplaces actually work.

Steve shares his journey from corporate roles to building his own consultancy, along with powerful lessons from swimming the English Channel and applying performance thinking to business.

Key Topics

  • Why great offices don’t always create great cultures
  • “You win or you learn” – reframing failure
  • Lessons from swimming the English Channel
  • The importance of leadership visibility in change
  • Hybrid working: balancing people, clients, and business reality
  • Why behaviour matters more than perks or policies

Key Takeaways

You can design the perfect space on paper. But if people don’t feel safe to be themselves within it, it remains just that – space.

  • Culture is created through behaviour, not design
  • Leadership visibility is the single biggest driver of change
  • Big challenges become possible when broken into small steps
  • There is no perfect model, only clarity about what matters
  • People don’t need more perks, they need permission

Links

  • Steve Henigan: LinkedIn
  • HCG: HOME | HCG
  • We.Are.Powerful: wearepowerful.org

Norfolk and Waveney Mind Fully Funded Mental Health First Aid (Two Days)

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Norfolk and Waveney Mind have been allocated funding by Norfolk County Council to provide a limited number of Mental Health focussed training places specifically to VCSE’s and SME’s across Norfolk. This funding forms part of a wider initiative to help organisations provide health and wellbeing support to their workforce.

As an MHF Aider you will be able to:

Recognise those that may be experiencing poor mental health and provide them with first-level support and early intervention

Encourage a person to identify and access sources of professional help and other supports

Practise active listening and empathy

Have a conversation with improved mental health literacy around language and stigma

Discuss the MHFAider role in depth, including boundaries and confidentiality

Practise self-care

Know how to use the MHFAider Support App®

The Month of Mental Health Awareness

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May is a powerful reminder that mental health matters—every day, for everyone. Mental Health Awareness Month in May 2026 offers an opportunity to pause, reflect, and take meaningful steps toward improving wellbeing, both individually and within our communities.

Why Mental Health Awareness Still Matters

Despite growing conversations around mental health, stigma and misunderstanding still exist. Many people continue to struggle in silence, unsure where to turn or worried about how they’ll be perceived. Awareness months like this help normalise these conversations, encouraging openness, education, and compassion. They remind us that mental health is just as important as physical health—and deserves the same level of care and attention.

A Time to Reflect and Reset

May is not just about awareness—it’s about action. It’s a chance to check in with yourself and ask honest questions:
How am I really feeling?
What do I need more of in my life?
What might I need to let go of?

Taking even small steps—such as setting boundaries, prioritising rest, or reaching out for support—can have a lasting impact. Mental wellbeing isn’t built overnight; it’s shaped by consistent, intentional choices.

The Power of Connection

One of the most important messages of Mental Health Awareness Month is that no one should feel alone. Connection plays a vital role in protecting and improving mental health. Whether it’s a conversation with a friend, joining a support group, or attending a local wellbeing event, creating space for connection can reduce feelings of isolation and foster a sense of belonging.

For communities and organisations, this is a valuable time to host workshops, talks, and informal gatherings that encourage open dialogue. Even simple initiatives—like a coffee morning or a wellbeing walk—can make a meaningful difference.

Supporting Others

Awareness also means learning how to support those around us. Sometimes, it’s not about having the perfect advice—it’s about being present, listening without judgement, and showing empathy. Recognising the signs that someone may be struggling and gently encouraging them to seek support can be life-changing.

Small Habits, Big Impact

Looking after your mental health doesn’t have to be overwhelming. Simple, everyday practices can support emotional wellbeing, such as:

  • Getting outside for fresh air and movement
  • Taking breaks from screens and social media
  • Practising mindfulness or breathing exercises
  • Maintaining a routine that includes rest and nourishment

These small habits build resilience over time and help create a more balanced and grounded state of mind.

Moving Beyond May

While May shines a spotlight on mental health, the real goal is to carry this awareness forward throughout the year. Ongoing conversations, accessible support, and a culture of kindness and understanding are what truly create lasting change.

Mental Health Awareness Month 2026 is an invitation—to listen more closely, speak more openly, and care more deeply. Whether you’re focusing on your own wellbeing or supporting others, every step counts toward a healthier, more compassionate world.

Half-Price Mental Health Training for Chamber Members This May

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I wanted to share something I’m really pleased to be able to offer this spring.

On 4th–5th May 2026, I’ll be running a two-day Supervising First Aid for Mental Health course, and I’m offering 50% off for Chamber of Commerce members.

I’ve timed this to sit just ahead of Mental Health Awareness Week, as I’m a big believer that awareness is only useful if it’s backed up with practical skills. This course is about giving supervisors and managers something concrete to take back into their workplaces — not just recognising when something isn’t right, but knowing what to say and how to respond.

A big advantage of these dates is that Monday 4th May is a bank holiday, which makes the two-day format much more manageable for people who would otherwise struggle to step away from their business for training.

The course is delivered online, and I teach it from my perspective as an NHS doctor, using real-world scenarios from clinical practice. We cover how to spot early signs of difficulty, how to approach sensitive conversations (including around self-harm and suicide), and how to offer appropriate support while keeping clear professional boundaries.

It’s a nationally recognised qualification, delivered in association with NUCO Training, and is Ofqual-regulated and HSE-compliant.

If you’ve been thinking about strengthening how your business supports staff wellbeing, this is a good opportunity to do that in a structured, practical way.

If you’d like more information or to book a place, you can reach me at:

[email protected]

Statutory Sick Pay reforms: what employers need to know ahead of April 2026

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The Government has confirmed that, from April 2026, two
significant reforms to Statutory Sick Pay (SSP) are expected to come into
force.

If you’re
an employer, it’s important to understand what these changes mean in practice
not only for your employees, but also for your policies, budgets, and
compliance obligations. In this article, we’ll walk you through the key
changes, what they mean for your business, and how Stallard Kane’s HR team will
support you every step of the way.



What are the two key changes?

1. SSP
will be payable from Day 1 of sickness absence

Currently, employees are only
eligible to receive SSP from the fourth qualifying day of sickness absence; the
first three days are unpaid, unless the employee qualifies for enhanced sick
pay.

Under the new legislation, the
three-day waiting period will be removed, and SSP will become a ‘Day 1’
entitlement. This means it will be paid from the first qualifying day of
sickness absence (provided eligibility criteria are met).

2. The
Lower Earnings Limit will be removed

At present, an employee must earn
at least the Lower Earnings Limit (LEL), currently £123 per week (2025/26
rate), to qualify for SSP.

From
April 2026 this minimum earnings threshold will be abolished. This means that
all employees, regardless of how much they earn, will be eligible for SSP if
they meet the other qualifying conditions (such as being classed as an employee
and being off work due to illness for at least four consecutive calendar
days). 



What do these changes mean for me as an employer?

These reforms represent a shift
in both cost and administration for employers. Here’s what to consider:

  • Increased sick pay liability: employers
    will potentially pay more in SSP, as it will begin from Day 1 of absence
    rather than Day 4
  • More employees will qualify: with the LEL
    removed, even those working limited hours or on very low incomes who were
    previously ineligible will now be entitled to SSP
  • Greater emphasis on absence management:
    employers will need to ensure that absence reporting procedures are
    robust, as accurate records will be crucial for compliance and payroll.
    Prompt and clear recording of the start date of absence is essential to ensure
    SSP is paid correctly from Day 1.
  • Possible impact on Enhanced Sick Pay
    schemes: if you offer contractual sick pay, the interaction between
    enhanced policies and the new SSP rules should be reviewed; policies may
    need to be realigned to ensure they are not inadvertently overpaying or
    duplicating entitlement

What should I do to prepare?

Although these changes aren’t due
until April 2026, early preparation is key. Here are the practical steps
employers should begin taking now:

  • Equip managers with the knowledge and
    tools to handle SSP queries, report absences correctly, and understand the
    updated entitlement criteria
  • Include absence management in your ongoing
    compliance training

How will Stallard Kane support me? 

At Stallard Kane, we know that
employment law updates can quickly become a burden for busy businesses. That’s
why our HR team is already preparing the tools, templates, and support you’ll
need to navigate the 2026 SSP reforms with confidence.

We’ll ensure your absence, sick
pay, and employee conduct policies are fully compliant with the new SSP rules
and tailored to your business context, leaving you free to focus on running
your business.

 Click here to learn more about Everywhen’s
range of risk solutions