Everyone loves a chat and loves a joke, and many like a bit of spice on their humour. But how much is too much, too ribald, too spicy? How do we keep the humour without reducing everything to bland?

How should we treat people? How do you want others to treat - not you- but those you protect the most.

How to handle past glory livers, the laurel resters, the coasters of wins. What to do about people who keep spend the same good credit again and again.

The employee is bringing someone with them. Who are they, and what type of person will they be? This episode we talk about the unknown variable of the representative.

"How about.... instead of this process.... we talk about a deal". Legally, this can be hard, or maybe easy. BUT- laws aside, it's a pandora's box, you can't walk it back and pretend you didn't say that. It's tricky, so let's talk it through.

In chapters, we talked about how people have history, old chapters. In this question, we talk about whether someone can turn over a new leaf?

The greatest rule of thumb for explaining why people do they they shouldn't. People are dumb before they are cruel. Curious? have a listen.

In Taylor Swift's song Fortnight, did her character also commit infidelity? Or am I reading too much in? Suburban boredom and frustrated love is not a standard pop music topic, but Taylor did it anyway, which is worth respectful consideration.

In this episode, I talk about how "The most powerful voices aren't those who tell people what they want to hear, but those who say something worth hearing."

Curious? have a listen.

This episode explores the philosophical idea that most people work not because they are deeply engaged, but because employment is a practical exchange. Drawing on a concept popularised by Slavoj Žižek—"I would prefer not to"—the discussion argues that the opposite of engagement is often not dissatisfaction or resentment, but simple indifference.

Employees may accept work as a necessary means to an end rather than a source of passion. For HR professionals, this offers a useful perspective: low engagement does not necessarily indicate a problem.

The real concern arises when people move from "I'd prefer not to, but I will" to "I prefer no longer," and begin withdrawing from the commitments that underpin the employment relationship.

Workplace ambushes occur when managers bring employees into conversations or investigations without adequately informing them of the issues being discussed, leaving them surprised and unprepared.

While there can be a temptation to catch people off guard in the hope of getting more candid answers, employment law and good practice require employees to be fully informed and given a fair opportunity to respond.

Ambushes damage trust, increase anxiety, create perceptions of unfairness, and can lead to grievances and litigation. HR and managers should develop a strong awareness of situations that may feel like an ambush, watch for signs of surprise or confusion, and ensure employees understand what a meeting is about before it takes place.