LJM Associates Ltd

  There’s something about preparing for Christmas that brings out both the planner and the procrastinator in us all. The lists are written - lists highlighting the gifts to buy, food to organise, events to attend, cards to write. We all know the feeling of wanting the season to be special and meaningful, not rushed; joyful, not frantic. And somewhere between getting the wrapping paper, meal planning, and putting calendar reminders into our phones, a theme emerges: preparation shapes the experience. Being prepared is not about control, but readiness. Being prepared helps us to focus on the people not the logistics. Being prepared builds confidence for ourselves and those around us. Getting ready for Christmas is not about completing all the tasks, but about being present, helping others to flourish - qualities that lie at the heart of good leadership too.

A few weeks ago, I went to see To Kill a Mockingbird at the theatre in Cardiff. Set in 1934 Alabama, Harper Lee’s Pulitzer Prize–winning story was brought to life through an incredible performance and a powerful adaptation of the book.   One of the lines that stayed with me was: “You never really understand a person until you consider things from his point of view… until you climb inside his skin and walk around in it.” It raises an important question: How do we truly empathise with another person? How do we broaden our perspective—our range of perspectives—and see an issue through someone else’s eyes? How do we connect deeply enough to understand what it means to walk in another person’s shoes?  The answer begins with a simple commitment: we need to invest in others. Invest our time, our energies and our care.

Storytelling is one of the most powerful skills a leader can develop. Facts and data may provide information, but stories create meaning. They help people understand why something matters, not just what needs to be done. When leaders use storytelling effectively, they translate an issue, challenge, problem, or element of strategy into something that connects to human experience.  Great storytelling isn’t about bluff or bluster, it’s about creating real, meaningful connection. A strong story helps people see themselves stepping up and contributing to the team, the process, and the outcome. It allows people to imagine the journey ahead and feel aligned with the leader’s values and aspirations. Stories simplify complexity, making abstract ideas concrete and relatable. Storytelling also builds engagement. When leaders speak through stories, about challenges overcome, lessons learned, and moments of resistance or resilience, they bring authenticity to their communication.  Peopl...

                                                        Uncertainty promotes a wide range of perceptions and feelings - doubt, skepticism, mistrust and suspicion. It reflects our struggle to navigate a world where evidence, information or insight about the present or the future may be in short supply. So how does a leader guide others through uncertain times? When faced with uncertainty, people look to leaders tfor specific qualities - acknowledgement of the situation, calmness, steadiness, steadfastness, and clarity. In uncertain times, people can only have confident in their leaders when there is clarity of purpose, priorities, and expectations. Even when the long term seems so far in the distance, leaders can explain what the next milestone is and provide confidence that it is achievable. Breaking down complex issues into concrete, achievable mil...

Our paper has been published Agricultural robots: using anticipatory approaches to embed appropriate hygienic design of hardware has been published in the British Food Journal. Do check it out.

Leadership involves both deep listening and sensemaking. Deep listening goes far beyond hearing the words being spoken. It is the personal discipline of paying attention not only to what is said, but to the signals that surround the words, the meaning, emotion, intention, and what remains unspoken. When leaders listen deeply, they create an environment where people feel confident to express themselves openly, and they uncover insights that would otherwise remain hidden.  Sensemaking builds on deep listening. It is the process of interpreting multiple signals, connecting patterns, and understanding the broader system and context of a situation or problem. Together, deep listening and sensemaking enable leaders to navigate uncertainty and complexity with far greater clarity.   Deep listening requires presence, not checking emails on a phone while someone is speaking, but focusing fully on the conversation. It means slowing down, suspending assumptions, and paying attention to su...