Fresh perspectives
With the current wave of CEO changes ongoing, it’s a good time to look at what our new generation of leaders will face, how different that is from their predecessors, and what this means for them
With the current wave of CEO changes ongoing, it’s a good time to look at what our new generation of leaders will face, how different that is from their predecessors, and what this means for them
The emergence of true artificial intelligence is one of those forecasted trends that’s been rapidly climbing the list of “ones to watch” for several years now.
The idea of creating regular time and space for a “Meadian” model of teamwork seems almost unconscionable. But without it, we’re never getting off the hamster-wheel.
I often see tensions and conflicts in my work, between trustees and executives, individuals and departments, even organisations across the sector. But do we always have the maturity to constructively resolve them?
It is normal to “tune out” the background mediocrities and modest dysfunctions of our teams and organisations, but it’s those things that come to define our cultural expectations.
The next time you manage to create some of that rare and invaluable free-discussion space with your executive or your Board, you might find it mind-expanding, to ask yourselves this…
As a sector, we desperately need better ways to play our game, and we will need to nurture our own Cruyffs and Guardiolas to envisage and exemplify them.
I’ve seen more strategies and engagement sessions than I care to mention, and far too many are little more than lectures about the logic.
Whether we’re lobbying for change, engaging initiatives with stakeholders, or simply pitching plans to the team, we are all basically selling
How are you examiniming the stories, traits, and cultural barriers that are preventing your organisation from achieving its potential?