Dr Winter examines the tensions between leadership and management, the structures that hold organisations together, and the ideas that shape organisational life. His work sits where governance, culture, and strategy converge.
Governance requires capabilities from managers to address the link between risk, strategy, and culture. Embracing a governor-manager approach, involving all levels of an organisation, can manage risk effectively and establish legitimacy.
Responsibility for the governance of organisational culture needs to be extended beyond the Board and ELT to middle and lower management so that they can collectively and individually model desired characteristics.
The essence of governance lies in the distribution of responsibilities and rights among stakeholders, impacting all organisational affairs — including decision-making procedures and rules. Through historical and contemporary perspectives, corporate governance has evolved to encompass broader societa
Experience, not computational ability, is predictive of susceptibility to the sunk cost fallacy. Reframing negativity as pragmatism and using organisational experience are key to avoiding sunk cost traps. Hiring for experience and strategic planning are essential in cutting losses and avoiding futur
Unlike the neat conclusions found in many of the articles already produced on the topic, or as *common sense* would suggest, it is not so simple as 'just cut your losses'. Therefore, the question remains: when a line manager or Board has a program where the costs are outweighing the benefits, why do
You can compare these techniques in meetings with people who, ironically, are not trying to sabotage the company but think their approach a good way to run effective meetings.
In passing off the thinking of others as our own, we fail to invoke the discipline essential in critical thinking. The most effective antidote to this is a crisp document, 'written with such clarity that it's like angels singing from on high', followed by a messy meeting in which people can robustly
Organisations that are above average in their track record of developing leader-managers put an emphasis on creating challenging opportunities, not just for aspiring talent but for incumbent Line Managers who can too easily become stale.
By leveraging the management tool of control to harness the energy released by the leadership tool of motivation, the informal leadership networks that arise can handle the greater demands that result from the organisational change process.
When alignment and planning are conjoined, the process releases untapped potential. This is because a leader-manager is energising people by unlocking feelings of autonomy, competence, and relatedness. An approach that ultimately leads to greater wellness.
When Line Managers lack the hard skills of process design and implementation, the capacity to initiate changes in procedure, or the ability to write sound policy, and instead try to *lead* their team to success by hiring or co-opting other managers in the business to solve their problems, an engine
