Everything published, most recent first.
Leadership cannot be reduced to neat models. Simple frameworks miss the deeper dynamics between leaders, followers, and purpose. While styles vary by context, effective leaders rely on consultative, supportive behaviours that build psychological safety and sustain long-term growth.
Organisations often reward conformity over innovation. Nvidia CEO Jensen Huang’s rejection of traditional 1-on-1s in favour of public feedback highlights the need to rethink communication, especially in remote and hybrid workplaces, to boost transparency, learning, and adaptability.
A custodian mindset in management prioritises stewardship over control. It supports autonomy, ethical leadership, sustainable resources, and agility through empowerment, transparency, learning, and clear ethical frameworks.
In workplaces that reward busyness, activity often replaces real productivity. Non-essential work drives exhaustion, not value. Time boxing, prioritisation, and delegation help refocus effort on meaningful work, improving effectiveness, creativity, and well-being.
“They don’t know what they don’t know” captures a core leadership risk. Unaware managers make poor decisions and damage morale. Organisations that embrace learning, critical thinking, and ethical judgment build more resilient and just systems.
Working with excellent colleagues is energising; managing poor performers is not. Incompetence, gaming, and legal barriers make dismissal costly, harming high performers. Strong performance management demands clarity, documentation, and strategic discipline to protect organisational integrity.
In planning, hope often crowds out critical thinking as leaders chase the next project as the imagined fix. Seen in publishing’s “green awning effect,” this bias favours new ideas over hard lessons from history. Better strategy comes from learning what already failed.
Critical thinking is vital but demanding. It isn’t fixed; it’s built through practice. Time for deep thought, less multitasking, patience, writing, and wide reading sharpen judgment, creativity, and the development of original, valuable ideas.
Anyone can ask questions, but effective questioning is a leadership skill. Senior leaders must use strategic inquiry—not just operational queries—to guide teams through uncertainty, strengthen decision-making, and foster innovation.
The first in a series on learning from history and its value for organisational decision-making. Today, those who draw lessons from the past risk being labelled “on the wrong side of history,” much as dissenters in business face exile for challenging dominant narratives.
This week I examine how AI improves the polish of business writing while obscuring weak logic. As decisions often rely on form over substance, AI can legitimise flawed arguments. Leaders must read more critically and recognise AI’s limits and biases.
A fixed mindset breeds stagnation and toxicity; a growth mindset supports learning, collaboration, and innovation. But it isn’t blind optimism or effort alone. Real growth requires self-awareness, discipline, and balancing the fixed and growth impulses within us.
Inspired by *Kaizen*, incremental improvement unlocks latent potential by favouring small, continuous changes over quick wins. The 1% principle shows how steady progress compounds into significant long-term personal and professional gains.
Overconfidence distorts managerial decisions, fuelling poor strategy and ego. Shifting from prediction to preparation, grounding judgment in rational thinking, and valuing informed anecdote alongside data helps balance confidence with pragmatism and improves organisational outcomes.
In an uncertain employment landscape, context matters. Work serves the organisation, not individual agendas. When employees and managers act in good faith and meet their obligations while preparing for multiple futures, organisations become healthier, more stable, and more effective.