Culture significantly influences how the following statements are made, and in particular, how people respond to them.
“We should take the initiative”
“We should wait until we are asked for help”
“This could turn out to be a great political manoeuvre”
“Let’s not do anything, as it might be seen as a sign of weakness”
Heavy fog found me sitting in a crowded Sydney airport lounge recently, when two men asked if they could join me at my table. It’s very hard to say “no” when there are three seats and you’re the only one the sitting there!
As Tony, Carlo and I introduced ourselves our conversation surprisingly turned to anxiety, especially anxiety in young people and students related ...
You make thousands of decisions every day—ranging from smaller, insignificant ones, to those of great importance. But have you ever stopped to think about how you make decisions?
Why is it that some leaders find it easier to make certain decisions than you do? When you are confronted with a difficult decision, do you go with your instinct or do you seek consensus or approval from other...
While 95 percent of the eighty Board Chairs, CEOs, executives and senior leaders who responded to LCP's 2018 Global Leadership Survey agreed there is a link between character and performance, we asked them how they responded when there was a conflict between their own personal values and those of the organization?
They are grouped into three dominant themes:
I have observed that for many organisations their focus has shifted from serving a need (outward orientation) to serving themselves (inward orientation), sometimes with disastrous consequences.
The idea of service can be quite different depending on the organizational context. For businesses, 'service' has more to do with making profit from meeting an identified need in the market pl...
You may have heard about the person who spent their entire career climbing the corporate ladder only to discover their ladder was up against the wrong wall.
Though simple, this illustration highlights a profound question many of us wrestle with.
What ultimately motivates us?
Obviously career progression will, to some extent, motivate us. But so does making money and achieving success i...
“Egos drive people in every occupation.”[i] But when humility is absent, leaders lose the ability to listen and focus on what is important.
Jim Collins describes the resulting behaviors as “arrogant neglect”. When these behaviors exist, organizations enter the first stage of organizational decline.[ii]
In his research comparing ‘good to great’ compani...
How many times have you heard the word ‘balance’ mentioned the last week or two? Perhaps it was even your own inner yearning!
In Margaret Wheatley’s book, Leadership and the New Science, she challenges traditional perspectives on achieving balance, or equilibrium. She shares the following story –
The daily news is filled with powerful changes, and many of us feel...
In his excellent book, The Leadership Mystique, Manfred Kets De Vries looks at the importance of a leader’s ‘interior’ condition, or ‘world’. He recognizes that whatever is ‘inside’ leaders, is what influences how they interact externally with others.[i] He asks important questions such as:
What are the problems that preoccupy the leader?
What powers your growth and profit?
GROW: How Ideals Power Growth and Profit at the World’s 50 Greatest Companies
Jim Stengel, 2011
The better you understand the people most important to your business’s future, the more you can stand for something fundamentally important in their eyes and the closer you can come to being an indispensable part of the...