Governance

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

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

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

What I call ‘management anxiety’ is a situation in which uncertainty, fear and anxiety about the future, failure and the inability to achieve goals create a kind of paralysis. In such a situation, it feels like everything has been tried and the situation is hopeless because none of the solutions work. This is often compounded

Meaningful work is something that has been talked about for a while. Yes, I very much agree that work has to be meaningful to a person. Perhaps he or she needs to see the value of the work being done for him or herself, and also the value it provides for others. There should be

I came across such an image and it reminded me that this is exactly the kind of leadership I talk about in my trainings – we can’t lead others successfully if we can’t lead ourselves as leaders and what is going on in our inner world. If our focus is only on the external, on

Plato formulated such an idea some 2500 years ago, and it seems to me that in many contexts it is time to return to it. Not everyone in power carries power. It is too heavy a burden when the ego is not yet mature enough. Plato spoke of a so-called philosophical king with a love

This image speaks at first glance of a client-agent relationship. Whether that helper is a therapist, mentor, coach or experience counsellor. But in my view, a manager is also a helper. Perhaps the picture is also about the relationship between the manager and the team member. But since we have not taught anyone to communicate

The first temptation is to diagnose (e.g. narcissist) a highly egocentric, aggressive and unemotional leader. Diagnosis, however, is generally not so much a question of acceptance of responsibility as of politeness. But in life, many of us come across leaders who run over people, only highlight their own achievements and direct people to admire themselves