Governance

We can’t see what we can’t see. We can’t manage what we can’t see. But these invisible layers seem to be the underlying cause of many recurring management challenges. When I was writing my next book (to be published in December), I set out to investigate what has been written academically on topics that are

I have worked with numerous management teams during periods when an organization is growing or sees an opportunity for growth. I’m primarily referring to growth in business volume. There are plenty of techniques for managing this, and they’re relatively mundane; however, the most fascinating aspect of this growth is the psychological growth and the theme

An acquaintance said something like that a few days ago after listening to my audiobook. Since the book was published in print several years ago, but I recorded the audio version this spring, I found myself wondering, having just gone through the text again, what he meant by that. Based on earlier feedback, the book’s

I work primarily in Estonia and with Estonians, but I have an increasing number of clients from all over the world. I suppose there’s a logic to this, since my approach to leadership is somewhat different from what a traditional organization would dare to adopt. Of course, there are many organizations in Estonia that do

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

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

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

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