Many people who have explored self-development are familiar with a diagnosis called “inadequacy.” Those who have worked through past wounds know that their roots always lead back to relationships with parents or teachers and coaches for whom nothing was ever good enough. After all, that same model carries over to school (where there’s a maximum […]
Without shortcomings, there would be no economic growth Read More »
I was hoping it would go away on its own, but of course it didn’t. I finally made it to the dentist, and it turned out I needed a root canal. Not just pain relief or a quick fix for a surface cavity, but actually going all the way down to the root and cleaning
As I constantly meet with clients online, I realize just how much I enjoy this work. Every time, both the client and, of course, I myself gain new insights and make progress in life! So, let me know if I can be your companion on this journey! Those of you who have been following me
In my book “Juhtimise jalajälg” I asked what kind of mark a leader leaves on people, an organization, and, of course, society. This book takes us one step further back in time and asks: what drives the leader themselves, and what is worth bringing to light? And further still, what ethical impact does leadership have
When decisions are delayed, the problem is not always a lack of information. In my work with steering groups, I have repeatedly noticed a phenomenon known in English as “analysis paralysis”. It’s as if everyone understands that a decision has to be made. The issue has been on the table long enough, the data has
“This should be further analysed.” Read More »
For decades the dominant response to slowing growth has followed the same logic. Redistribute resources differently. Reorganise structures. Set a more ambitious target. Find a competitor to outpace. The underlying assumption is always that the system is fundamentally sound, and that better tools, better allocation, or better execution will eventually unlock what we are looking
We have been trying to solve an economic problem that is not really an economic problem. Read More »
They want to move faster, perform better, scale what is working and fix what is not. These are real needs, and there is nothing wrong with them. But the longer I have worked with leadership teams, the more I have noticed something that tends to get in the way of exactly what they are looking
When leaders speak about collaboration problems, they usually describe what is visible on the surface: silos remain, communication feels heavy, things take too long, people attend the same meetings, say the right things, and still something essential does not move. The longer I have worked with teams and leadership groups, the less I believe that
If results are not forthcoming or accountability remains weak, it is very easy for a leader to move from frustration and resentment to internal frustration and resentment and to start to draw on that energy to lead and to deliver messages. And that is human. Because the driver is under pressure. Something has been entrusted
Is your leadership driven by resentment at not meeting expectations? Read More »
Meeting-heavy cultures are emotionally interesting places to observe. A meeting may look like a practical tool, but very often it is doing invisible work for the system to hide something. It is holding uncertainty or spreading responsibility more thinly. It is helping people postpone a difficult decision or avoid naming what is actually not working.
Too many meetings are rarely a scheduling problem. Read More »
