WRITE
TO REVEAL
Looking below the surface of leadership, strategy and culture.
I love creating a fresh perspective on topics that are complex, even misunderstood, in a way that leaders can then use in their day job. I write about strategy, innovation, leadership, culture and personal development. I’ve worked with some wonderful co-authors such as Julian Birkinshaw, Dan Cable, Ron Carucci, Dorie Clark, Gena Cox, Art Kleiner, and Chris Rangen.
ARTICLE CATEGORIES
Six ways to deal with disappointment strategically
In the wake of disappointment about the leadership roles, pitches, and awards we want but don’t land, we’re often told to roll with the punches and move on. But this advice underestimates the emotional impact we experience, the choices we face, and the potential for learning. Instead, use six strategies to focus on what’s within your control.
What effective CEOs do after their first 90 days
We often focus our attention on the first 90 days of a CEO’s tenure — and for good reason, as a successful first 90 days establishes a strong foundation for the months and years to come. But it’s often the period afterwards that can make or break a CEO’s impact on the transformation of an organisation.
Developing strategic people
‘Developing strategic people’ is a chapter by David Lancefield, contributed to the book Connectedness: How The Best Leaders Create Authentic Human Connection in a Disconnected World — published by Thinkers50 and Wiley in November 2024.
Four traps to avoid as you transition into a leadership role
What you do before you start a leadership role is critical to your success in the first 90 days and beyond. It’s tempting to rely on what you know and what’s served you well before, but you risk jumping to the wrong conclusions and heading off in the wrong direction. Instead, be intentional about how you leave, replenish your energy and relationships, and learn about what it takes to succeed in your new role.
Six ways to bring strategy into your work every day
Business leaders are expected to be strategic, and while organisational obstacles can prevent you from translating intent into strategic actions, so can your personal limitations and practices. It doesn’t have to be this way. Even when it feels like the odds are stacked against you, you have more choices than you may realise...
How co-leaders succeed
Co-leadership, where an executive, department, or team leadership role is shared, can result in more creative and strategic problem solving and wiser decision making. But it can also lead to unhealthy game playing in the pursuit of dominance and positioning for the next role, resulting in organisational misalignment, inertia, and confusion.
When discussing uncertainty, highlight opportunities for your employees
All the recent talk of uncertainty can leave employees feeling anxious, both about their current position and prospects. They may become reactive, defensive, and inward-looking, as if to insulate themselves from the effects of the uncertainty. Asking them to be resilient, flexible, and committed, as many leaders do, can create additional pressure.
How to develop an intrapreneurial culture
Five foundational building blocks can help innovators maximise value creation inside their organisation.
Talking about a difficult decision — when you can’t share all the details
When you have to communicate a difficult organisational decision to employees, it’s hard to know how much information to provide when you can’t be fully transparent yet. Saying nothing can undermine people’s trust in your motives and compassion, whereas saying too much can leave people feeling overwhelmed and vulnerable.
No results found.