Sep 22
Equip your Team for a Strong Finish to 2025
Real insights, from real people, for real people.
This month, we’re celebrating 6 months of sharing real insights, from real people, for real people, by picking highlights from the first five editions of our 2025 newsletter to help you prepare for a strong finish to the year: We share our best insights, how they help and how to action effective approaches to improve results.
March ‘25: The Accountability Advantage
We began with a defining trait of high-performing individuals, teams, and organisations: Accountability. (Read the full article)
What it covered: Accountability is about ownership, feedback and progression: taking responsibility for work, communicating progress without needing prompting, and being open about mistakes. Without it, assumptions go unchallenged, roles blur, and deadlines slip.
Leaders encourage accountability by setting expectations, modelling behaviours, and creating systems where people can learn from mistakes. We know that accountability is more abundant in cultures where mistakes are treated as learning opportunities rather than reasons to punish. That’s what helps to build trust and performance over time.
May ’25: Situational Assertiveness: Say It, Mean It, and Still Feel OK
This month, we’re celebrating 6 months of sharing real insights, from real people, for real people, by picking highlights from the first five editions of our 2025 newsletter to help you prepare for a strong finish to the year: We share our best insights, how they help and how to action effective approaches to improve results.
March ‘25: The Accountability Advantage
We began with a defining trait of high-performing individuals, teams, and organisations: Accountability. (Read the full article)
What it covered: Accountability is about ownership, feedback and progression: taking responsibility for work, communicating progress without needing prompting, and being open about mistakes. Without it, assumptions go unchallenged, roles blur, and deadlines slip.
Leaders encourage accountability by setting expectations, modelling behaviours, and creating systems where people can learn from mistakes. We know that accountability is more abundant in cultures where mistakes are treated as learning opportunities rather than reasons to punish. That’s what helps to build trust and performance over time.
- Leaders create accountability through systems, clarity, and feedback loops.
- Accountability accelerates performance, builds trust, and links directly to results.
- “Always trust, always verify”: Two-way transparent progress tracking is essential.
- Culture shifts often start with changing small behaviours e.g. communicating delays or admitting mistakes.
April ’25: Five Essential Enablers of Real Success
In April, we looked at the most common factors amongst success. (Read the full article)
What it covered: We described five “essential enablers”: Discover, Distribute, Develop, Deliver, and Differentiate.
Discovering strengths and recognising gaps is the foundation of the success we witness.
Distributing time wisely by organising and executing yourself and your resources around priorities is crucial. Often leaders operate reactively, but real gains come from stepping back, planning ahead, and elevating others to share responsibility.
Development, meanwhile, builds leadership skill and allows one to give and adapt to feedback constructively and resourcefully, without demotivation or defensiveness.
Delivering at scale requires alignment around client needs and systems that replicate what works.
Differentiation often relies on a growth mindset: Resilience, adaptability, and the ability to overcome unhelpful habits or patterns set apart those who achieve their potential and those who don’t.
Key insights & take-aways:
In April, we looked at the most common factors amongst success. (Read the full article)
What it covered: We described five “essential enablers”: Discover, Distribute, Develop, Deliver, and Differentiate.
Discovering strengths and recognising gaps is the foundation of the success we witness.
Distributing time wisely by organising and executing yourself and your resources around priorities is crucial. Often leaders operate reactively, but real gains come from stepping back, planning ahead, and elevating others to share responsibility.
Development, meanwhile, builds leadership skill and allows one to give and adapt to feedback constructively and resourcefully, without demotivation or defensiveness.
Delivering at scale requires alignment around client needs and systems that replicate what works.
Differentiation often relies on a growth mindset: Resilience, adaptability, and the ability to overcome unhelpful habits or patterns set apart those who achieve their potential and those who don’t.
Key insights & take-aways:
- Leaders who create clarity, invest in reflection and delegate outperform those who stay reactive.
- Success emerges from repeatable, learnable behaviours and choices.
- Mindset and resilience are often overlooked but can make the biggest difference.
May ’25: Situational Assertiveness: Say It, Mean It, and Still Feel OK
In May, we explored situational assertiveness. Many people who are generally assertive face situations in which they become submissive. (Read the full article)
What it covered: Many professionals struggle with balance: saying too little for fear of conflict or saying too much in ways that damage relationships. Assertiveness lies between the two, adapting to the situation, recognising hesitation, and managing frustration before it tips into aggression.
The article outlined practical tools such as simple, helpful language to stay consistent, and drop qualifiers like “just” or “sorry.” We also noted personal drivers (such as the need to please or be perfect) that often make assertiveness more difficult, and are useful to recognise.
Key insights & take-aways:
June ‘25. When Doing More Isn’t the Answer: The Player to Player-Manager Transition
June’s article addressed one of the most common career challenges: moving from high-performing “player” to player-manager. (Read the full article)
What it covered: This transition requires shifting from a focus on individual output to a focus on collective performance. It’s a change that demands new priorities: thinking strategically, developing others, and setting standards rather than simply delivering tasks. The instinct to “do more” can quickly lead to overload, but successful leadership requires a different approach.
This transition can cause emerging leaders to become overwhelmed, caught between the delivery they know and the leadership their teams now need. Independence and speed, (once strengths), don’t always translate well into leadership roles that rely on clarity, expectation-setting, stakeholder management and delivering through others.
Key insights & take-aways:
July ’25: The Player to Player-Manager Transition, Part Two: How to Help Emerging Leaders Succeed
What it covered: Many professionals struggle with balance: saying too little for fear of conflict or saying too much in ways that damage relationships. Assertiveness lies between the two, adapting to the situation, recognising hesitation, and managing frustration before it tips into aggression.
The article outlined practical tools such as simple, helpful language to stay consistent, and drop qualifiers like “just” or “sorry.” We also noted personal drivers (such as the need to please or be perfect) that often make assertiveness more difficult, and are useful to recognise.
Key insights & take-aways:
- Assertive communication builds trust and reduces misunderstanding.
- Assertiveness (and assertive language in particular) can be learnt.
- Understanding personal drivers helps people to reduce unhelpful reactions.
June ‘25. When Doing More Isn’t the Answer: The Player to Player-Manager Transition
June’s article addressed one of the most common career challenges: moving from high-performing “player” to player-manager. (Read the full article)
What it covered: This transition requires shifting from a focus on individual output to a focus on collective performance. It’s a change that demands new priorities: thinking strategically, developing others, and setting standards rather than simply delivering tasks. The instinct to “do more” can quickly lead to overload, but successful leadership requires a different approach.
This transition can cause emerging leaders to become overwhelmed, caught between the delivery they know and the leadership their teams now need. Independence and speed, (once strengths), don’t always translate well into leadership roles that rely on clarity, expectation-setting, stakeholder management and delivering through others.
Key insights & take-aways:
- Moving into leadership means redesigning how you work and redefining success.
- To be at their best emerging leaders need educating and equipping with support, tools and clarity, not just higher expectations.
- A leadership toolkit can help leaders to lead effectively to avoid squeezing in reluctant and reactive leadership around delivery.
July ’25: The Player to Player-Manager Transition, Part Two: How to Help Emerging Leaders Succeed
The follow-up to June’s article turned to organisations: how to give emerging leaders the best chance of success. (Read the full article)
What it covered: We highlighted three priorities: creating capacity, elevating others, and driving performance with clear goals and accountability, so that leaders can make space for leadership with time and structured support, and free themselves from legacy burdens. Delegation and feedback are key tools. Encouraging leaders to “teach, not tell,” creating accountability, and tailoring support to different personalities all strengthen team performance. Leadership transitions succeed best when organisations share responsibility alongside the individual.
Key insights & take-aways:
Final thoughts
What it covered: We highlighted three priorities: creating capacity, elevating others, and driving performance with clear goals and accountability, so that leaders can make space for leadership with time and structured support, and free themselves from legacy burdens. Delegation and feedback are key tools. Encouraging leaders to “teach, not tell,” creating accountability, and tailoring support to different personalities all strengthen team performance. Leadership transitions succeed best when organisations share responsibility alongside the individual.
Key insights & take-aways:
- Transitioning into leadership requires role design, capacity creation, and knowledge / application of a leadership toolkit.
- Organisations that invest in supporting this transition avoid losing high performers to burnout, and benefit from scaled success.
- Delegation and feedback are essential for creating capacity and building capability.
Final thoughts
A few consistent themes connect these first five articles:
If any of these articles resonate with you or you’d like to find out more, please contact us directly.
Or if you haven’t yet, please do subscribe to our LinkedIn newsletter to receive them directly.
- Clarity of role and expectations prevents friction and frustration.
- Behavioural skills (accountability, assertiveness, and feedback) underpin performance.
- Support structures (metrics, time, feedback loops) enable leaders to achieve potential.
- Mindset and resilience set apart those who flatline from those who grow.
If any of these articles resonate with you or you’d like to find out more, please contact us directly.
Or if you haven’t yet, please do subscribe to our LinkedIn newsletter to receive them directly.
Get in touch
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hello@promindgroup.co.uk
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07539 437537
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