Whereas in the early 2000s, leadership development was predominantly concerned with management skills (planning, organising, goal setting, KPIs, OKRs, balanced scorecards, LEAN, etc.), it has now been for some time with leadership development (development interviews, motivation, inspiration, relationships, change management, vision, etc.). It is claimed that the leadership is not a back pusher, but a […]
What is/is to come after 𝘭𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱-i? Read More »
If an issue or problem persists, it’s worth asking yourself: am I going to stick with it? What am I loyal to that is preventing a solution from coming? What am I willing to give up for a solution? For something to come, something has to go. For example, there is sometimes a need:✅ to
What are you prepared to give up to get a solution? Read More »
Time and time again I hear questions or comments from clients that life is unfair. Especially lately, when life is a bit more turbulent for many and there is more uncertainty. Have you ever asked yourself that question? However, when we see challenges as an attack or as adversity, we fall into the role of
Why is this happening to me? Read More »
Working with a lot of start-up managers, people are often faced with letting go of friendships, among other challenges. After all, one often grows up to be a leader from one’s own team, and one may find oneself faced with a dilemma: whether to maintain friendly relations with a colleague with whom one used to
Friend/girlfriend vs driver – can they co-exist? Read More »
Yes, precisely the guiding principle, not the management principle. A guiding principle is not your product, service or even your company’s vision, strategy or mission. They are stories and concepts that you have to put energy into keeping alive, because there is a tension in the story. The guiding principle is your subconscious and effortless
What is your guiding principle? Read More »
Leaving work doesn’t just happen when it’s our last day and we send a letter with our gmail or hotmail address to be contacted in the future, or when we eat cake with colleagues for the last time. Leaving work often happens much earlier. But or even years earlier. How many people do you think
When do we leave work? Read More »
One of the major barriers to commitment and accountability that I see in organisations is too much “us-ness”. “We” may sound like a cohesive word, but it often hides something else – avoidance of personal responsibility:“We didn’t get it done.”“We should do it.”“We didn’t get it done.”“We have a common purpose.” I very much agree
“We” is one of the nicest ways to avoid taking personal responsibility. Read More »
People always come to me as clients with this question, and of course it also comes up in management training on how to support their team members in finding their professional path. The first thing to do in this case, of course, in the world of thought, is that your life has to have meaning
How to find your professional life purpose? Read More »
This is exactly the question that came up yesterday in the training group and we took it up today. Reelikagaon “Leadership without leadership” in the 127th episode of the podcast. For many, vulnerability is associated with weakness or even manipulative complaining, done in the hope that someone will come to the rescue or pay attention.
Vulnerability in governance – where do we draw the line? Read More »
From time to time, I hear from HR managers that people in the training room are open, collaborative, genuine, sincere and direct, even deeply caring towards each other. But when you go back to business as usual in the training room, cooperation disappears and is replaced by competition, siloing and cornering. Retrieved from Reelika and
