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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
Every leader has flaws. Don’t let yours derail your strategy
The effects of a leader’s personality on an organisation’s culture have been long understood. But some personality flaws have a disproportionately negative impact on the quality and execution of strategic choices. These are far more than just annoyances, as they cast a large shadow across their organisations, contributing to failures in the design and execution of strategy.
What to know before you sign a payment-by-results contract
Paying for results is in vogue. The concept is fairly straightforward: The parties define the result up front, agree on a baseline, work out how confident the organization is in delivering the result, and then specify the expectation and payment in the contract. The idea isn’t new — it’s well established in online advertising, for example — but its application is becoming more widespread in the private and public sectors.
Five strategies to infuse D&I into your organisation
There’s widespread agreement on the need to improve diversity and inclusion in the workplace. But it’s not easy to deliver on the promises made. It’s time to adopt a more systematic, coherent approach to D&I. The authors offer five strategies for making more progress and creating a more representative, fair, and high-performing workforce.
Four actions transformational leaders can take
In a changed, post-pandemic environment, employees, customers, and investors have high expectations for the companies they work with. They expect companies to play a more prominent role in tackling systemic issues like climate change and social inequality, and they expect leaders to be effective, authentic, and compassionate. Leaders who want their organisations to meet this moment and succeed long-term need to move away from the status quo and change their approach to how they’ll lead the necessary transformations. The authors present four strategies for success.
How to reinvent your organisation during a crisis
Crises typically meet a ‘ragged end’, so it’s on leaders to make an informed judgment about when to shift from crisis management to reflection and preparation. While it’s tempting to want to stabilize your organisation at this point, this ongoing phase of the crisis presents an opportunity to take a fresh look at your company and take steps to make it more resilient. After determining that inflection point, leaders need to refresh themselves and their team, take a new look at the landscape, act on the learnings from the crisis, and deliver on promises made to employees. This is the perfect time to reinvent your organisation.
Practising strategy in an uncertain world
A modern strategy that works will require leaders to learn new skills and apply new tools. Here’s a primer for a refreshed approach.
How to be a visionary leader and still have a personal life
The demands of an executive role can wreak havoc on the self and on personal relationships. Without thoughtful planning, leaders can experience both physical and mental-health issues as a result of their work, and their relationships with loved ones can deteriorate. While there’s no easy way to make everyone happy all the time, leaders who think carefully about their goals, discuss them openly with their loved ones, invest in their own resilience, and check in with themselves and others regularly can help prevent the collateral damage that’s all too common at the top of the org chart.
Five strategies for reinventing your career in uncertain times
Uncertainty can make us cling to the familiar — but it’s also an opportunity to expand our mindsets and explore new avenues for growth. Based on their experience as consultants and leadership coaches, the authors offer five strategies to help anyone reinvent their career: First, explore a range of options, including the unthinkable. Second, imagine your best possible future. Third, build up your capabilities. Fourth, start small. Finally, be ruthless about what you need to leave behind. Ultimately, there are no easy answers, but with these strategies, you’ll have the tools you need to deal with whatever the future may bring.
Best business books 2020: Strategy
Strategy with a purpose.
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