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.
The best bits of these conversations are captured in my newsletter Flashes+Sparks.
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. |
Tom Fussell: Leading creative people
Karen Dillon & Rob Cross: Managing your microstresses
Amelia Sordell: Developing your personal brand
Dr Els van der Helm: Putting sleep first
Julia Hobsbawm: Reimagining workplaces
François Ortalo-Magné: Leading clever people
Scott Keyser: Writing to connect
Richard Bistrong: Moving from corruption to compliance
