Organisations are crying out for more strategic leaders. These are the people who are brave enough to make a commitment to an extraordinary path and skilful enough to make a multitude of choices to get there. They’re able to reframe complex problems as they shape brighter futures for those around them. In conversation they stretch and support, nourish and confront in equal measure.
Niko Canner, founder of Incandescent in 2013, speaks eloquently about the traits, mindsets and practices of these strategic leaders.
Niko’s work spans his firm’s three major areas of focus: serving as a thought partner to leaders of large enterprises on strategy, organization and innovation; advising founders on the development of their ventures; and partnering with foundations and non-profits engaged in systems change.
Further resources
“The commitment to a goal becomes very sharp, vivid and tight when you’re on the extraordinary path.”
Niko Canner, Founder, Incandescent
VIEW RUNNING ORDER
| 02.53 | How leaders can deliver profit and purpose. |
| 06.03 | How to shift from the default path to the extraordinary path as a leader. |
| 10.15 | Strategic clarity. |
| 14.23 | How to build more strategic capability in teams and organisations. |
| 19.30 | Great strategic conversations, both stretch and support, nourish and confront. |
| 21.44 | What it takes to do really good work. |
| 25.55 | Necessity for strategy: psychological safety with an appreciation of danger. |
| 30.32 | How to convince clients the power of multiple perspectives in strategy. |
| 34.56 | The elements required in a strategic thinker. |
Luis Velasquez: Nurturing resilience
David De Cremer: Leading with AI
Scott D. Anthony: Leading disruptive change
Alison Balsom: Performing at the frontier
Jayshree Seth: Innovating from the inside
Liz Kislik: Doing real work
Neil Bearden: Crafting intentional stories
Ludmila Praslova: Tapping into our brainpower
