Too much of HR is treated like internal marketing.

- Convincing people everything is fine.

- Selling the “isn’t our company great?” message.

But what if HR is closer to engineering than marketing?

Think about an engineering manager in a factory. Their job isn’t to make machines look good in company colours — it’s to keep the line running.

- Fix breakdowns quickly.

- Do preventative maintenance before things fall apart.

- Focus on uptime and performance, not appearances.

Now imagine HR the same way. We’re here to…

- Fix people problems when things break down.

- Do preventative maintenance through pay, benefits, and development.

- Keep the organisation running smoothly.

Not flashy. Not lemon-yellow conveyor belts. Just practical, focused, and essential.

So here’s the challenge:

Are you running HR like a marketing manager…

…or like an engineering manager?

HR, the law… and the Hulk?

In this week’s 12-minute HR lesson, I talk about what the Hulk can teach us about managing power at work.
As managers and HR professionals, we often fall into the trap of seeking agreement. But sometimes, the real superpower is knowing when to listen, when to decide, and when to move on.

This isn’t about recklessness—it’s about using power wisely.

Why was Whitney Houston one of, if not the greatest? How were her live performances of 'The greatest love of all' some of the best live performances? How understanding skill vs talent helps us build better teams.

Management is hard and unpleasant, and many shy away from the unpleasant parts. But it has to be done, because systems only work if everyone pulls their weight. This lesson talks about the pressures that management places on the manager, and the managee.

We rattle off the term 'best practice' all the time, but is it true? Is there a 'right way' to do things in all situations? Let's discuss.

Maslow explained how our needs are a hierarchy, but he also had a hammer. Maybe he did some DIY on the weekends.

In this episode I explain how we used to what we are good at, but we need to challenge ourselves to pick the best path, not just the most familiar.

Everyone has two parts to them, two sets of needs. What is too much to ask, and what is reasonable to ask, when it comes to enforcing the contract?

Stopping and thinking is a skill. Too little, and you blunder from mistake to mistake, too much and you get analysis paralysis. I discuss one of the great pauses of history, how the courts expect us to pause, and how that mechanism for pause is you.