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This article was published nationally in Business Times (Sunday Times) and syndicated across Business Day, TimesLIVE and other leading South African news platforms. We often admire resilient leaders without asking where that resilience was formed. In this opinion piece, I explore the relationship between adversity and leadership, drawing on research and lived experience to consider how early life challenges can develop the adaptability, perspective and judgement that organis

We often describe judgement, resilience, accountability, and adaptability as "soft skills", yet I have never believed there is anything soft about them. In this article, I reflect on what years of working with leaders, educators and students, together with my doctoral research, have taught me about where these capabilities really begin. If we want stronger leaders tomorrow, we need to think differently about how leadership develops today

What happens when people stop saying what they really think? And what does that silence tell us about the culture we're creating together? These are questions I've been reflecting on for some time, both through my research and through years in the pipe band community. Originally published by Bagpipe.News, this article explores why healthy cultures depend on more than shared purpose. They depend on people feeling safe enough to speak.

In this article, published in African Business Quarterly, Dr Sandy Geyer explores why people experience the same organisation differently. Drawing on her work in leadership development, education, and organisational culture, she examines how individuals interpret events through personal lenses and why leadership requires more than communication. The article challenges leaders to develop curiosity, self-awareness, and understanding of how others make sense of shared realities.

We know where education belongs. We know where business belongs. But what about the space in between? Reflecting on an international conference, an unexpected bagpipe performance, and years spent working with young people, Sandy Geyer explores why the journey from knowing to becoming deserves far more attention.

As careers become less predictable and industries continue to evolve, self-awareness and self-leadership may matter more than ever. Are we preparing young people for their first job, or for the person they are becoming?

In her latest leadership piece, published by TOPCO, Dr Sandy Geyer explores how organisations often change people without changing the underlying systems, mindsets, and leadership behaviours that shape results. Drawing on her work in leadership literacy, self-awareness, and organisational culture, she challenges readers to rethink what meaningful leadership transformation truly requires, beyond titles, succession plans, and structural change.