Ivar Raav

Do I want what I want to happen?Or am I ready for what is bound to happen? As leaders, we are used to planning, directing, making an effort, organising and taking action. But sometimes we don’t notice how we are holding on to something that life, or a so-called evolutionary force, has long wanted to […]

Some things in working life do not need a new development plan. It needs… to be sent away to ‘die’. We are good at taking on new projects. New goals, new tools, new responsibilities, new tasks, etc. It’s what moving up the career ladder is all about – do more, you can do more –

As a subscriber to a training course, do you feel that this is a familiar question:👉 How can you make sure that the training doesn’t just remain a nice event and that after the training the managers don’t drown in their daily life again? The answer is not just in updating content or finding new

Leadership doesn’t start with management tools. Leadership starts with self-awareness. I don’t think it can be any other way, although I often see that it is thought that when a manager starts his job, he has to be given a huge amount of skills in a short period of time, to be trained, to be

Have you ever noticed that some leaders don’t lead/inspire, but as if to prove that they deserve to exist. Not consciously, but subconsciously. Such behaviours are often more visible from the outside, but of course it is only useful if we can see that part of ourselves. I have this pattern in me, I believe

They take place at the level of the child and the parent. Not consciously, but subconsciously, so there is no need to look for blame here. It is an unconscious behaviour which, when it becomes visible, often causes serious and thoughtful looks on the faces of the leaders, but also, later on, a laugh of

Customer story: Leadership does not start with strategy. Leadership doesn’t start with strategy. The question is – are we guided by a subconscious part of ourselves or is it guiding us? Increasingly, I have seen how leaders’ actual choices, reactions and relationships are not based on what they know, but on what they do not

I am reported to have said such a phrase at one of my leadership team meetings years ago, and I was reminded of it years later as a positive push-back phrase. At first it startled me, wondering if I had really allowed myself to say it, but then I realised that I still believe it