What does it actually take for a strategic intent to survive contact with the business that must implement it?
In this episode of On the Subject of Leadership, I speak
The disruption industry treats breaking things as proof of seriousness. Edmund Burke—reformer, not reactionary—offered a corrective two centuries ago: most transformation programmes destroy more than they build. The best leaders renovate, not demolish.
When the board itself becomes the obstacle to clear thinking, no governance code can save the company. On groupthink, pluralistic ignorance, and the difference between directors who serve the company and those who merely sit on its board.
What happens when the people charged with fixing an organisation are, in important respects, the architects of its current condition?
In this episode of On the Subject of Leadership, I
Every organisation has one. Twelve boxes, each promising to reduce leadership to something measurable and trainable. The framework is everywhere—and it is wrong in a more fundamental sense than you might think.
Most directors believe they want candour from their CEO. Most CEOs believe they provide it. Both are usually wrong. What Thucydides understood about Pericles, and what the research on boardroom silence confirms, explains why the gap between what is said and what is true keeps widening.
Organisations say they hire the best people. Too often, they hire the best proxies—credentials, categories, diagnoses—and never assess the person sitting in front of them. The filing system is satisfied. The organisation is not.
What happens when a leader who sold the vision steps back into the reality of delivering it?
In this episode of On the Subject of Leadership, I speak with Craig
Organisations keep buying $200 hammers and handing them to people who have never built anything more demanding than a flat-pack bookshelf. The problem is never the quality of the hire. It is the quality of the context into which the hire is placed.
Boards are not designed to choose between oversight and collaboration—they are designed to hold both in productive tension. Polarity mapping offers directors a discipline for governing without drifting.
March’s essays converge on a simple truth: leadership is less about solving problems than managing enduring tensions. From strategy to governance, the task is not to choose sides, but to exercise judgement—resisting the drift toward process, theatre, and easy answers.
Control and empowerment are often performed rather than designed. In this piece I examine how organisations drift into theatre—adding process or slogans instead of clarity—and argue for bounded empowerment: clear guardrails, explicit decision rights, and real autonomy within limits.
