Today, the world is built on organisations – workplaces, businesses, schools, hospitals, political associations, from media houses to housing associations. Behind every organisation and team is a leader whose ideas, awareness and attitudes shape the environment. Taken together, the entire leadership community has a huge impact on society as a whole – on the physical […]
For how long is a driver a “proper” driver? When does “I still have more to offer” become “I can’t let go”? In my book “The Footprint of Leadership – Why Leadership Should Be Temporary”, it is this question that has generated the most controversy. The job of a leader is not to stay in
Leadership is not a job for life – when is it time to stop? Read More »
Have you ever felt that a job where you invest your time and energy every day suddenly feels fake? As if everyone around is playing roles, saying the “right” phrases, but nothing is real? It’s as if you were part of a play, playing roles in meetings, in relationships, in front of clients, etc. With
What to do when things at work feel fake and like an act? Read More »
In the workplace, we often focus on facts, logic, rationality, results, but forget one important aspect of human functioning – emotions. But it is emotions that lead us to understand needs and lay the foundations for commitment and responsibility. If the influence of emotions is ignored, important problems are overlooked. Why a leader should consciously
Time and again, the question comes up with managers: does the past (childhood, more specifically) really influence management? Perhaps digging into the past should be left aside? I very much agree that at some point it will no longer be necessary! BUT… … sometimes it is necessary to work through the issues of the past,
Does the past influence governance? Read More »
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 »
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 »
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 »
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
