Leadership & Management - Dr Robert N. Winter

The Old Complaint in New Clothes

Six new names for old wounds. The 'psychological debt' said to accompany AI is neither novel nor peculiar to the technology—it is the perennial business of managing people through change. The first of five essays on what the diagnosis gets right, and what it conveniently overlooks.

By Dr Robert N. Winter

/ 3 Aug 2026

Crowded Victorian street scene in which labourers dig a trench in the foreground while finely dressed onlookers, riders on horseback, and two standing men at the right watch the work.

The Officer of Last Resort

An executive search brief gets the diagnosis right: the constraint on value is not technical. Then it advertises a vacancy. The authority to prioritise, to fund, and to stop already sits with someone. Creating a post rather than confronting an incumbent is a governance evasion.

By Dr Robert N. Winter

/ 27 Jul 2026

A crowded seventeenth-century household in disarray: people eating, drinking and sleeping while a pig roots at the floor, a monkey plays with a clock and objects lie scattered about.

Podcast

Jarrod Myers: The Climb Is Not the Point

The leadership literature, and the organisations that consume it, share an unexamined assumption about direction. Progress means ascent. One begins as an individual contributor, demonstrates competence, and is rewarded with

By Dr Robert N. Winter

/ 22 Jul 2026

Jarrod Myers: The Climb Is Not the Point

Skin in the Game Is Now the Law, Yet Nothing Has Changed

Australia already has the machinery for real accountability—Hayne's findings, the Financial Accountability Regime's own published design, et al. What it lacks is the will to switch it on, because the people who can are the very people it would bind. On the law we possess but struggle to use.

By Dr Robert N. Winter

/ 20 Jul 2026

A richly dressed king recoils from a glowing hand writing on the wall behind him; figures around a banquet table react in alarm, one spilling wine from a golden vessel.

The Emperor's Tailors

The fraud doesn't end at appointment—it must be maintained. The people best placed to name it are the people whose interests depend on not naming it. Part two of two on who keeps the corporate con moving, and the one question that stops it.

By Dr Robert N. Winter

/ 22 Jun 2026

In Gerrit Dou's painting a mountebank on a draped platform hawks remedies to an attentive town-square crowd, while the painter looks on from a window above.

The Saviour-Industrial Complex

Boards keep hiring the executive who says yes. An entire market—search, remuneration, coaching, consulting—now manufactures the corporate saviour and has no mechanism for telling the truth about what he can deliver. Part one of two on the fraud that begins at appointment.

By Dr Robert N. Winter

/ 15 Jun 2026

A crowd dances in worship around a golden calf raised on a plinth in Poussin's painting; a robed figure presides at the altar while the bearer of bad news stays offstage.

The Scribbler: Judgement and Its Counterfeits

A double issue. April and May kept returning to one move: swapping something legible—a competency grid, a diagnosis, a silver-bullet hire, a perpetual pilot—for the harder work of judgement. The task is always to weigh the particular case, not reach for the proxy that spares the weighing.

By Dr Robert N. Winter

/ 31 May 2026

The Scribbler: Judgement and Its Counterfeits

Move Slow and Fix Things

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.

By Dr Robert N. Winter

/ 11 May 2026

The Louvre's Grande Galerie imagined as ruins—broken columns and shattered vaults open to the sky, a tall bronze statue still standing, figures examining sculpture fragments on the floor.

The Chair's Dilemma: When the Board Becomes the Problem

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.

By Dr Robert N. Winter

/ 4 May 2026

Scene of five Dutch cloth guild syndics seated around a red-covered table with an open ledger, each man's face individuated, one half-risen as if interrupted mid-discussion.

The Case Against Leadership Competency Models

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.

By Dr Robert N. Winter

/ 27 Apr 2026

Magritte's surrealist painting of a brown smoking pipe rendered in precise detail against a beige background, with the French caption "Ceci n'est pas une pipe"—"This is not a pipe."

The Problem With Telling Your Board What They Want to Hear

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.

By Dr Robert N. Winter

/ 20 Apr 2026

The Problem With Telling Your Board What They Want to Hear

Podcast

Craig Baker: Leadership at the Point of Contact

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

By Dr Robert N. Winter

/ 15 Apr 2026

Craig Baker: Leadership at the Point of Contact