Governance

Many organizations spend a great deal of time trying to articulate their values well. They choose the right words, polish the language, make sure the values sound meaningful, modern and inspiring. They hire well-paid consultants for this, organize tons of workshops and print tons of posters. Trust. Courage. Ownership. Collaboration. Care. Responsibilty. Openness. Result-oriented etc. […]

I have seen that people in organizations respond to much more than what a leader says. Of course, words matter, but… Leaders can invite openness, encourage honesty,and speak about trust all they want. But if the emotional atmosphere in the room tells a different story, people will respond to that deeper signal long before they

We usually talk about micromanagement as if it were simply a bad leadership habit. And of course, from the outside, it can look exactly like that. But over time, I have come to see that it is often something deeper. When a leader feels pressure, uncertainty, or a lack of inner safety, control can become

Looking back, I can see how deeply I believed in effort, action and initiatives.If something was not working, the answer seemed obvious: think harder, take more responsibility, put more structure in place, push things forward… organize another meeting. And to be fair, sometimes that did help. I have mostly led sales and service organizations, where

I’ve noticed that sometimes the biggest problem in an organisation is not that too little is being done, but that a lot is being done, but nothing is changing. Things are done, discussed, initiated, planned etc. And yet there is no real change, other than people getting tired. It’s as if something is done all

Over time, I have come to see that many recurring leadership problems are not really solved at the level where they first become visible. Most organizations are used to looking first at tools, processes, structures, and frameworks. And of course, sometimes those things do help. But only sometimes. Across so many organizations, the visible problems

Leaders are trained to do more: speak faster, decide quicker, react sooner, do this, do that, plan-do-check-act. But in my experience, many of the best answers do not come from more doing or from strategic and tactical plans, but from seeing things clearly from a different angle. The so-called eureka moments. To see things differently

Because the purpose of work is to get the work done not to keep doing it endlessly. The same should apply to leadership. A leader is not there to stay necessary forever, but to help complete things: build clarity, strengthen people, create ownership or make the system work. And then to leave. But many leadership

National borders are, in many ways, becoming less important than they used to be, because more and more of the cultures shaping people’s everyday lives are no longer formed within nations, but inside international corporations. In many organizations, people from very different countries, histories and backgrounds enter the same cultural space and learn the same

And yet, if we are honest, much of what has been called “working in business” ironically does not seem to be working that well anymore anyway. Why else are so many leaders exhausted and why are organisations constantly worried about people, pressure, performance and survival after all those “wonderful” tools we have invented and used?