Providing integrated solutions that cover all areas of employee experience, including: talent management, total rewards, HR technology, communication and change management, employee engagement and culture research, assessments, workforce planning, and people analytics.

Contact me to learn how we personalise communications through our Embark software and use data science for EX analytics.

Senior Director, Employee Experience and Engagement

Improving employee engagement and org. performance through research and talent & reward solutions.

Director, Talent & Rewards (London)

Towers Perrin

Research and people analytics in order to improve org. effectiveness and performance.

Principal, Organisational Insights (New York)

ISR (International Survey Research)

Employee insights, climate and culture measurement to diagnose and improve org. health.

Executive Director, Culture & Leadership Consulting (London and Chicago)

University of Edinburgh

School of Geosciences: Research, teaching and mentoring.

Lecturer (Economic and Political Geography)

Engagement & EX | Leadership | Culture

I advise all sorts of companies on how to improve employee experience and engagement. You can read about my work in my book "Employee Experience (EX) Leadership" and on my blog https://exleadership.com/

I am especially interested in using EX insights to solve business problems, such as simplifying the way people work and encouraging collaboration and innovation.

Areas of focus / projects include:

- Employee listening, surveys, and feedback
- Culture change and culture-strategy alignment
- EX insights such as personas, journeys, and moments
- Employee engagement
- People analytics
- Design thinking
- Business transformation and behaviour change
- Embedding vision and values
- Building a compelling employee value proposition (EVP)
- Total rewards preferences and optimisation
- Talent management strategies
- Leadership development and team alignment
- Predictive workforce analytics
- Communications and change management
- Assessing and building manager capability
- M&A culture alignment
- Diversity and inclusion
- Cyber risk
- The Future of Work
- HR technology

🔄 𝐂𝐡𝐚𝐧𝐠𝐞 𝐭𝐡𝐞 𝐒𝐭𝐨𝐫𝐲, 𝐂𝐡𝐚𝐧𝐠𝐞 𝐭𝐡𝐞 𝐂𝐮𝐥𝐭𝐮𝐫𝐞

One of my favourite writers on organisational culture is Mary Jo Hatch. She argues that culture and identity are constantly reshaped by the 𝐭𝐞𝐧𝐬𝐢𝐨𝐧 𝐛𝐞𝐭𝐰𝐞𝐞𝐧 𝐦𝐚𝐭𝐞𝐫𝐢𝐚𝐥 𝐫𝐞𝐚𝐥𝐢𝐭𝐲 𝐚𝐧𝐝 𝐬𝐡𝐚𝐫𝐞𝐝 𝐦𝐞𝐚𝐧𝐢𝐧𝐠.

✖️ Culture change doesn’t happen by launching a new set of values on a poster.

✔️ It happens when 𝐩𝐞𝐨𝐩𝐥𝐞 𝐬𝐞𝐞 𝐭𝐡𝐞𝐦𝐬𝐞𝐥𝐯𝐞𝐬 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭𝐥𝐲, and then 𝐚𝐜𝐭 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭𝐥𝐲.

Here are three key points for anyone leading change:

1️⃣ 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 = 𝐦𝐚𝐭𝐞𝐫𝐢𝐚𝐥 + 𝐦𝐞𝐚𝐧𝐢𝐧𝐠
Every workspace, process and policy carries meaning.
When we change symbols and artefacts, we change behaviour.
When meaning shifts, artefacts and systems adjust.

2️⃣ 𝐈𝐝𝐞𝐧𝐭𝐢𝐭𝐲 𝐢𝐬 𝐚 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧
Who we are (“we”) sits in constant dialogue with how others see us (“us”).
When that conversation becomes unbalanced, there are risks:
🚩 Over-confidence and even narcissism
🚩 Hyper-adaptation to external pressure

3️⃣ 𝐋𝐞𝐚𝐝𝐞𝐫𝐬 𝐝𝐨𝐧’𝐭 𝐜𝐨𝐧𝐭𝐫𝐨𝐥 𝐜𝐡𝐚𝐧𝐠𝐞; 𝐭𝐡𝐞𝐲 𝐩𝐚𝐫𝐭𝐢𝐜𝐢𝐩𝐚𝐭𝐞 𝐢𝐧 𝐢𝐭
Leaders can enable (but not force) culture change.
Transformation begins when employees see the organisation in a new way.

Her message? ➡️ Culture change becomes real when identity and action move together.

🎤 𝐖𝐡𝐚𝐭 𝐝𝐨 𝐲𝐨𝐮 𝐭𝐡𝐢𝐧𝐤? 𝐇𝐨𝐰 𝐚𝐫𝐞 𝐲𝐨𝐮 𝐬𝐭𝐫𝐞𝐧𝐠𝐭𝐡𝐞𝐧𝐢𝐧𝐠 𝐭𝐡𝐞 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧 𝐛𝐞𝐭𝐰𝐞𝐞𝐧 “𝐰𝐡𝐨 𝐰𝐞 𝐚𝐫𝐞” 𝐚𝐧𝐝 “𝐰𝐡𝐨 𝐰𝐞 𝐚𝐫𝐞 𝐛𝐞𝐜𝐨𝐦𝐢𝐧𝐠”? 

📰 Reference:
Hatch, Mary. (2011). Material and meaning in the dynamics of organizational culture and identity with implications for the leadership of organizational change. 

🚴 Enjoy posts like this?
👉 Click 𝐕𝐢𝐞𝐰 𝐦𝐲 𝐛𝐥𝐨𝐠 to get my quarterly roundup.

Nick Lynn

I advise some of the world’s largest companies on how to improve employee experience and engagement. You can read about my work in my book "Employee Experience (EX) Leadership" and on my blog https://exleadership.com/

I am especially interested in using EX insights to solve business problems, such as simplifying the way people work and encouraging collaboration and innovation.

Areas of focus / projects include:

- EX insights such as personas, journeys, and moments
- Culture-strategy alignment
- Employee engagement
- People analytics
- Design thinking
- Business transformation and behaviour change
- Embedding vision and values
- Building a compelling employee value proposition (EVP)
- Total rewards optimisation
- Talent management strategies
- Leadership development and team alignment
- Predictive workforce analytics
- Communications and change management
- Assessing and building manager capability
- M&A culture alignment
- Diversity and inclusion
- Employee listening and feedback
- Cyber risk
- The Future of Work
- HR technology




Jean-Luc ESTOURNEL de MANIBAN 🔋

🧠 𝐏𝐬𝐲𝐜𝐡𝐨𝐬𝐨𝐜𝐢𝐚𝐥 𝐬𝐚𝐟𝐞𝐭𝐲 𝐯𝐬. 𝐏𝐬𝐲𝐜𝐡𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐬𝐚𝐟𝐞𝐭𝐲: 𝐰𝐡𝐚𝐭’𝐬 𝐭𝐡𝐞 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐜𝐞?

These two terms get used interchangeably, but they’re not the same, and the distinction really matters for leaders, HR and EX teams.

Here’s a summary of what they're both about 👇

1️⃣ 𝐏𝐬𝐲𝐜𝐡𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐬𝐚𝐟𝐞𝐭𝐲

Relates to 𝘵𝘦𝘢𝘮 𝘤𝘭𝘪𝘮𝘢𝘵𝘦 and leadership.

Amy Edmondson’s research defines it as the shared belief that it’s safe to speak up, admit mistakes, ask questions and challenge ideas without fear of embarrassment or punishment.

In touches on:
🔹 Open dialogue
🔹 Learning behaviour
🔹 Voice and inclusion
🔹 Trust and respect
🔹 High-quality collaboration

It’s social and relational, shaped by team norms and leadership behaviours.

2️⃣ 𝐏𝐬𝐲𝐜𝐡𝐨𝐬𝐨𝐜𝐢𝐚𝐥 𝐬𝐚𝐟𝐞𝐭𝐲 (𝐚𝐧𝐝 𝐩𝐬𝐲𝐜𝐡𝐨𝐬𝐨𝐜𝐢𝐚𝐥 𝐫𝐢𝐬𝐤)

Is about 𝘸𝘰𝘳𝘬 𝘥𝘦𝘴𝘪𝘨𝘯 and 𝘰𝘳𝘨𝘢𝘯𝘪𝘴𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘴𝘺𝘴𝘵𝘦𝘮𝘴.

Psychosocial safety focuses on preventing harm arising from:
🔹 Excessive workload
🔹 Low autonomy
🔹 Poor role clarity
🔹 Bullying, incivility, or low support
🔹 Poorly managed change
🔹 Digital overload
🔹 Mismatch between values and lived experience

Frameworks like 𝐈𝐒𝐎 𝟒𝟓𝟎𝟎𝟑 treat these as 𝘰𝘤𝘤𝘶𝘱𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘩𝘦𝘢𝘭𝘵𝘩 𝘢𝘯𝘥 𝘴𝘢𝘧𝘦𝘵𝘺 𝘳𝘪𝘴𝘬𝘴 that must be identified, controlled and monitored (just like physical hazards).

It’s fundamentally structural and shaped by work design, people systems and governance.

🎯 𝐖𝐡𝐲 𝐥𝐞𝐚𝐝𝐞𝐫𝐬 𝐧𝐞𝐞𝐝 𝐭𝐨 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐛𝐨𝐭𝐡

Psychological safety helps people 𝘴𝘱𝘦𝘢𝘬 𝘶𝘱 honestly.

Psychosocial safety ensures they don’t get 𝘩𝘢𝘳𝘮𝘦𝘥 in the first place.

One is about enabling learning and innovation.

The other is about preventing harm and designing better work.

Importantly, together, they form a more complete model of a healthy organisation:

🔹 𝐏𝐬𝐲𝐜𝐡𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐬𝐚𝐟𝐞𝐭𝐲 → 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞, 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠, 𝐜𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐨𝐧

🔹 𝐏𝐬𝐲𝐜𝐡𝐨𝐬𝐨𝐜𝐢𝐚𝐥 𝐬𝐚𝐟𝐞𝐭𝐲 → 𝐰𝐞𝐥𝐥𝐛𝐞𝐢𝐧𝐠, 𝐫𝐞𝐬𝐢𝐥𝐢𝐞𝐧𝐜𝐞, 𝐬𝐮𝐬𝐭𝐚𝐢𝐧𝐚𝐛𝐥𝐞 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭

✅ The best EX strategies focus on both.

🎤 𝐇𝐨𝐰 𝐚𝐫𝐞 𝐲𝐨𝐮 𝐝𝐞𝐚𝐥𝐢𝐧𝐠 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞𝐬𝐞 𝐭𝐨𝐩𝐢𝐜𝐬? Do you measure psychological safety? Do you carry out psychosocial risk assessments?

In the UK psychosocial risk is rising up the agenda; in Australia and in the EU it is already well established.

🚴 Enjoy posts like this?
👉 Click 𝐕𝐢𝐞𝐰 𝐦𝐲 𝐛𝐥𝐨𝐠 to get my quarterly roundup.

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