Amidst the tragedy and uncertainty, one thing that hits me is that the world is becoming more divided. Putting up walls, cooperating a bit less. That isn’t just on the world stage; I see it in client organisations as well from Senior Leadership through to management teams. People are becoming insular, working in silos, going with what and whom they know rather than valuing difference.

In January, at Davos, Mark Carney warned:

“A world of fortresses will be poorer, more fragile and less sustainable.”

Senior Leaders and Managers Building Communities and Communication

One of the most frequent requests we get is to work with organisations to “break down silos” and increase collaboration. But how do we do that, especially when the direction of travel can seem away from that? Fear and uncertainty can be the bricks that form fortresses.

In March, we hosted a breakfast event to celebrate B-Corp month and discuss how we build a culture of community within our own organisations and beyond.

Our Head of Client Development and Marketing, Kitty, loves lichen because they’re biological overachievers. A lichen isn’t one thing; it’s an algae and a fungus working as a single organism. It thrives in places—even outer space—where single species would just give up and die.

This isn’t just a “nice to have” biology lesson. It’s the core of the B-Corp Declaration of Interdependence.

As a B Corp, we believe that we all depend on one another. We have to conduct business as if people, places, and diversity actually matter, because, commercially speaking, that is the only way to survive and thrive.

So, we hit upon…

Lichen- omics!*

*with a big hat tip to Rohit Bhargava

Using our little green (sometimes) symbiotes as a guide, we hit on three principles for creating community. We asked the senior leaders and managers at the breakfast to expand on how we can live and communicate those principles in our organisations.

Somewhere to Grow: Psychological Safety as a Community Performance Tool

You can’t expect a team to innovate if they’re spending all their cognitive energy feeling “on trial.” Creating “somewhere to grow” isn’t about forced socialising; it’s about trust and psychological safety.

Based on the contributions from our attendees, here is how we build that foundation:

• The Trust Loop: We must give trust to receive trust – That means leaders giving people chances and allowing risks.
• Permission to be Human: We need to allow and recognise that we all make mistakes.
• Accessibility over Hierarchy: Ensure everyone knows whom to ask for help—ideally, everyone in the room.
• Practical Support: This means maintaining investment in mental health first aid, employee wellbeing, and physical proximity.

Different Species: Leveraging the “Algae and Fungi”

Lichens work because two separate organisms lean on each other’s radical differences. In your office, that means moving away from demanding uniform thinking and leaning into diverse ideas.

Our audience identified key ways to support these “different species”:

• Presume Good Intent: Start from a place of curiosity rather than judgment.
• Radical Inclusion: Make the effort to include others, learn people’s names, and bridge age gaps.
• Healthy Discomfort: Encourage people to step outside their comfort zones and ask the hard questions.

Shared Goal: Communicating Purpose for Leaders and Managers

Synergy is a buzzy word (in fact, my grammar checker told me not to use it). Still, in Lichen-omics, it’s a survival strategy. When the algae and fungus combine, the result is a mutual understanding of what the organisation is there for, rather than just what it does. A shared sense of purpose well communicated through leaders, managers and teams simplifies your decision-making. The answers become clear.

Our audience said that meant creating:

• Real-World Goals: Setting simple, realistic goals that everyone can get behind.
• Active Community: Purpose isn’t static; it’s built through shared personal values and being involved in conversations. This means creating opportunities for people to act as group and share what the purpose and mission of the company means for them.
• Curiosity as Fuel: Curiosity doesn’t just solve problems; it energises the team toward the goal. Senior leaders and managers can see questions about the organisation’s strategy not as a challenge but as an opportunity to build engagement.

Finally, our audience left asking these questions of themselves and their organisations:

• Are we living our values every day? Do our leadership and management practices reflect the belief that “people matter,” or are we just focused on the bottom line?
• How are we handling conflict? Are we catching people doing things right and asking, “What does support look like?” or are we leading through fear and compliance?
• Are we communicating well? Or are we assuming people just work on a need to know basis and learn by osmosis and assumption.
• Are we acting like an ecosystem? How are we actively drawing out diverse ideas to ensure we aren’t just a fragile fortress?

Thank you to everyone who came to our breakfast event and to the brilliant B-Corp community we are so proud to be part of.

Let’s stop bricking it, like fortresses and start thriving like lichen.

References:

Mark Carney – Davos

“A world of fortresses will be poorer, more fragile and less sustainable.”

https://www.weforum.org/stories/2026/01/davos-2026-special-address-by-mark-carney-prime-minister-of-canada/

B Corp declaration:

B-Corp Declaration of Interdependence.

https://bcorporation.uk/b-corp-certification/what-is-a-b-corp/

Likeonomics:

Rohit Bhargava – https://rohitbhargava.com/likeonomics/

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Here are some of the questions we are often asked in the training room, and the conversations they open up.

1. Isn’t this course redundant in the modern world?

This is a critical question to address before we even embark on this course.

We’d love to be able to say that there is absolutely no need for a gender based course in management or leadership, but the popularity of this particular course tells us that women still feel the need for some support.

One of the first things we do on the course is explore unconscious bias and social norms. All groups and societies have both. If the world is going to put us into boxes, it’s really useful to be able to recognise those boxes, so that we can make a conscious choice as to whether to conform or to break out of the box.

Those who come along to the course are often relieved to know that others are struggling with some of the things that they find difficult as they move further up the management chain.

We really enjoy the way participants offer each other their shared experience and mutual support.

2. My boss has a great leadership style. Should I just copy them?

Yes and no.

Not a terribly useful answer but it’s largely true!

It can be really useful to notice what works about somebody else’s leadership or management style and if it’s something that suits your personal style that’s great.

But copying someone else’s style can be like wearing someone else’s favourite shoes – not nearly as comfortable for you!

It might be better to think about the principle behind their style, for example making other people feel appreciated, and then finding your own way of doing that.

So we spend some time on the course exploring the idea that effective leadership does not come from imitation. It comes from alignment.

What are your values?

How do you naturally communicate?

What kind of environment do you create for others?

The aim is not to become a different version of yourself. It is to become a more authentic and intentional version of yourself.

3. How do I assert myself without coming across as aggressive?

We think of assertiveness as a spectrum with many levels rather than one or two. One of the most useful things to do is to explore that spectrum and get feedback from those on the receiving end. That’s difficult to do in real life but we give our delegates the ooprtunity to do just that in the training room.

They practice moving up or down the spectrum, trying different levels of assertiveness to see what suits them and the situation, so they can make a conscious choice about how assertive they want to be.

4. How do I use authority appropriately with my team?

Authority is a bit of an odd beast and we sometimes do a little experiment in the room to help the group to unpick its nature.

You could look at it as another spectrum a bit like assertiveness, but actually authority is a little more subtle than that.

Most of us have come across people in our lives that can get things done with warmth and friendliness and others who rant and rave and nobody takes any notice.

So we explore different ways of expressing authority, acknowledging that it’s absolutely possible to be polite, friendly, clear, and respectful all at the same time.

When you get the hang of that kind of authority people tend to respond more positively.

5. How do I get my voice in the room?

One simple technique takes a little bit of thought beforehand: Choosing your position carefully. Sitting in the middle of the table or in the eyeline of the person you would like to direct your message at will make life a lot easier for you.

Other suggestions include speaking early to show you’re part of the conversation, agreeing with others, starting small and building from there.

Leaning in and raising your hand can indicate to others in the room that you have something to say.

Taking a deep breath can help to indicate to others that you have something to say and the breath will carry your voice so you can be heard.

6. What can I do if people speak over me?

This one is surprisingly common. Thankfully, it’s relatively easy to come up with different strategies to improve matters.

The first thing is to recognise that most of us speak over other people at different times in our lives. It is rarely done consciously or with malicious intent. It might be that the culprit is just so wrapped up in their thoughts or enthusiasm, they don’t even notice someone else is speaking.

So sometimes the right thing to do is to graciously allow the other person to have their say and then return to your point.

At other times you may wish to hold the floor.

Raising your voice is one way of doing that but is often badly received. Agreeing with the other person on some part of what they’re saying as a way of coming back in and retaking the floor can be more successful.

If this is something that happens to you a lot, it might be worth identifying a sympathetic soul who is prepared to act as an ally in the room and direct attention back to you when you are interrupted.

7. How do I talk about my achievements without showing off?

This is one of our favourite exercises on the programme. We call it “blowing your own trumpet”.

Speaking about your strengths, your impact, and your contribution is not about ego. It is about clarity. If people do not understand what you bring, they cannot value it fully.

A helpful approach is to focus on:

What difference did I make?

What outcome changed because I was involved?

This allows you to talk about your work in a grounded, factual and authentic way.

We have lots of suggestions for talking about personal successes in a way that comes across as inspiring or competent rather than boastful.

It might be talking about what you love about a project or how pleased you are with your contribution.

Again, practising the technique and getting feedback from others in the room is invaluable in shifting people’s perceptions of how they’re coming across. It gives them the confidence to then do it in the real world.

8. Why do I doubt myself, even when I know I am capable?

This is one of the most common questions, and it’s rarely about capability.

A lot has been said over the years about Impostor Syndrome and we now know that many people with different gender identities suffer from it, in different situations and at different points in their career.

Less is said about what causes it or what you can do about it.

We look at the internal narrative and the impact it is having:

What are you saying to yourself that you would never say to someone else?

And what could you say instead?

9. How do I balance high standards with not burning myself out?

This one is very much tied up with the last one.

Many women we work with hold themselves to very high standards.

They can be very self-critical and look for perfection rather than recognising what is working about what they’re doing.

This can be a strength, but it can also become exhausting.

So our job is to reset the measure of success.

Sometimes, the shift begins not with doing more, but with recognising what is already there.

We use another of Aspire’s collection of spectra to explore the range between perfection and rubbish, stopping off at excellent, very good and “It’ll do” along the way.

A useful question to reflect on is:

What does good enough look like here?

Not as a lowering of standards, but as a way of working sustainably.

10. Why am I hesitating to take the next step in my career?

This is quite a complex question because there are many factors that might influence someone’s hesitation to look for career progression. It can tie in with an individual’s personal definition of success, it might be about work-life balance, or it could be related to those earlier questions about self-doubt and a reluctance to blow your own trumpet.

So the answer is quite complex too.

It isn’t about saying you should just go for it. The conventional next step might not be the right one for you, or your personal definition of success might be exactly what you’re doing right now.

We offer the opportunity for reflection on the reasons for hesitation, taking into account all the different pressures so that an informed decision can be made – either way.

11. How do I stay true to myself as I progress into more senior roles?

It’s natural for us all to evolve as human beings. Most of us are not exactly the same now as we were when we were teenagers.

We shift to fit new roles in both personal life and work, as partners, parents, managers, leaders.

The pain comes when the shifts don’t feel authentic or comfortable. Hence the desire to stay true to ourselves as we progress.

The first step in staying true to yourself is to identify and recognise your true self. It can be easy in the busy-ness of business to lose sight of who you really are and what is important to you.

So on our Women in Management Programme we devote time to exploring values and beliefs, and their impact on personal style and authentic behaviours.

Having that clarity makes decision-making and leadership itself much easier.

For more information, check out our Women in Management Course!

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