{"id":5335,"date":"2021-06-09T14:36:28","date_gmt":"2021-06-09T12:36:28","guid":{"rendered":"https:\/\/ivarraav.com\/blog\/"},"modified":"2024-01-31T20:39:59","modified_gmt":"2024-01-31T18:39:59","slug":"blog","status":"publish","type":"page","link":"https:\/\/ivarraav.com\/en\/blog\/","title":{"rendered":"Blog"},"content":{"rendered":"\t\t
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I had a toothache that I tried to manage with painkillers for several days. It worked fine for a few hours, until I took another dose.<\/a><\/h5><\/header>
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I was hoping it would go away on its own, but of course it didn’t....<\/p>Read More<\/a><\/div>\n <\/div>

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Yes, this image was created using AI, but it perfectly captures what I\u2019m enjoying doing most right now, and since I\u2019m currently away from Estonia, I\u2019m happy to keep working on it one-on-one!<\/a><\/h5><\/header>
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As I constantly meet with clients online, I realize just how much I enjoy this...<\/p>Read More<\/a><\/div>\n <\/div>

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The more I write the manuscript for my new book, the clearer it becomes that this book delves much deeper than the last one.<\/a><\/h5><\/header>
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In my book “Juhtimise jalaj\u00e4lg” I asked what kind of mark a leader leaves on...<\/p>Read More<\/a><\/div>\n <\/div>

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“This should be further analysed.”<\/a><\/h5><\/header>
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When decisions are delayed, the problem is not always a lack of information. In my...<\/p>Read More<\/a><\/div>\n <\/div>

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We have been trying to solve an economic problem that is not really an economic problem.<\/a><\/h5><\/header>
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For decades the dominant response to slowing growth has followed the same logic. Redistribute resources...<\/p>Read More<\/a><\/div>\n <\/div>

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Most leadership teams I work with have everything they need to grow – except the ability to say out loud what everyone in the room already knows.<\/a><\/h5><\/header>
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They want to move faster, perform better, scale what is working and fix what is...<\/p>Read More<\/a><\/div>\n <\/div>

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Poor collaboration is often not the real problem. And there is a very simple exercise at the end of this post that can make that visible.<\/a><\/h5><\/header>
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When leaders speak about collaboration problems, they usually describe what is visible on the surface:...<\/p>Read More<\/a><\/div>\n <\/div>

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Is your leadership driven by resentment at not meeting expectations?<\/a><\/h5><\/header>
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If results are not forthcoming or accountability remains weak, it is very easy for a...<\/p>Read More<\/a><\/div>\n <\/div>

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Too many meetings are rarely a scheduling problem.<\/a><\/h5><\/header>
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Meeting-heavy cultures are emotionally interesting places to observe. A meeting may look like a practical...<\/p>Read More<\/a><\/div>\n <\/div>

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Many performance issues are human before they are strategic.<\/a><\/h5><\/header>
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When results begin to weaken, most organizations quite understandably turn first toward strategy. They look...<\/p>Read More<\/a><\/div>\n <\/div>

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When values do not show up in behaviour …<\/a><\/h5><\/header>
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Many organizations spend a great deal of time trying to articulate their values well. They...<\/p>Read More<\/a><\/div>\n <\/div>

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Words alone doesn’t create safety. Sometimes its your breathing.<\/a><\/h5><\/header>
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I have seen that people in organizations respond to much more than what a leader...<\/p>Read More<\/a><\/div>\n <\/div>

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Micromanagement is often not a management issue. It is an anxiety response.<\/a><\/h5><\/header>
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We usually talk about micromanagement as if it were simply a bad leadership habit. And...<\/p>Read More<\/a><\/div>\n <\/div>

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One of the biggest things I got wrong as a leader was believing that more effort would automatically create more change.<\/a><\/h5><\/header>
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Looking back, I can see how deeply I believed in effort, action and initiatives.If something...<\/p>Read More<\/a><\/div>\n <\/div>

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When leadership creates more action, not change.<\/a><\/h5><\/header>
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I’ve noticed that sometimes the biggest problem in an organisation is not that too little...<\/p>Read More<\/a><\/div>\n <\/div>

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Most leadership problems are diagnosed too shallowly.<\/a><\/h5><\/header>
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Over time, I have come to see that many recurring leadership problems are not really...<\/p>Read More<\/a><\/div>\n <\/div>

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What is it like to read your own book as an audiobook?<\/a><\/h5><\/header>
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Since the publication of my first book, “The Footprint of Leadership”, I’ve repeatedly heard people...<\/p>Read More<\/a><\/div>\n <\/div>

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Silence is one of the most underused leadership tools.<\/a><\/h5><\/header>
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Leaders are trained to do more: speak faster, decide quicker, react sooner, do this, do...<\/p>Read More<\/a><\/div>\n <\/div>

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All leadership contracts should be temporary.<\/a><\/h5><\/header>
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Because the purpose of work is to get the work done not to keep doing...<\/p>Read More<\/a><\/div>\n <\/div>

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National or corporate borders – which comes first?<\/a><\/h5><\/header>
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National borders are, in many ways, becoming less important than they used to be, because...<\/p>Read More<\/a><\/div>\n <\/div>

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\u201cThis won\u2019t work in business.\u201d<\/a><\/h5><\/header>
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And yet, if we are honest, much of what has been called “working in business”...<\/p>Read More<\/a><\/div>\n <\/div>

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Better leadership tools do not automatically create better leadership.<\/a><\/h5><\/header>
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“How to… ” type of leadership development tools can create structure, clarity and a shared...<\/p>Read More<\/a><\/div>\n <\/div>

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Resistance to change is often misunderstood.<\/a><\/h5><\/header>
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Most people think others are against the new idea, but in many cases they are...<\/p>Read More<\/a><\/div>\n <\/div>

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One of the most common traps in organizations is trying to solve problems from the same level where they appear.<\/a><\/h5><\/header>
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Yet this is exactly what most of us do. We stay inside the same perspective,...<\/p>Read More<\/a><\/div>\n <\/div>

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Overworking is useful.<\/a><\/h5><\/header>
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Because then I belong to the system. Belonging to the tribe ensures my survival. In...<\/p>Read More<\/a><\/div>\n <\/div>

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Cost pressure, low motivation, conflicts, resistance to change, technology anxiety, communication issues.<\/a><\/h5><\/header>
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We tend to list them as leadership problems, each needing its own tool and framework....<\/p>Read More<\/a><\/div>\n <\/div>

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Two formats, but one message – something is fundamentally missing in how we develop leaders.<\/a><\/h5><\/header>
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In the morning, I stood in front of 700 HR professionals. In the evening, in...<\/p>Read More<\/a><\/div>\n <\/div>

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Problem: when crisis hits an organization, people rush into action and reports.<\/a><\/h5><\/header>
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Because action creates a sense of control which of course is often just an illusion....<\/p>Read More<\/a><\/div>\n <\/div>

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Burnout is rarely about workload.<\/a><\/h5><\/header>
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If it were, every high-performing leader would be burned out. Burnout is more often a...<\/p>Read More<\/a><\/div>\n <\/div>

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Many leadership problems survive not because they are hard to solve, but because solving them would make someone less needed.<\/a><\/h5><\/header>
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Real solutions don\u2019t just fix systems, but they often threaten identity. A resolved problem means...<\/p>Read More<\/a><\/div>\n <\/div>

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Most leadership problems are not problems. They are symptoms.<\/a><\/h5><\/header>
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Burnout, low engagement, recurring conflicts, declining performance are not isolated issues to be fixed with...<\/p>Read More<\/a><\/div>\n <\/div>

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When an organization starts creating a wellbeing strategy, something has already gone seriously wrong.<\/a><\/h5><\/header>
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At a basic level the system has been designed in a way that creates the...<\/p>Read More<\/a><\/div>\n <\/div>

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Leadership doesn\u2019t usually fail because people don\u2019t know what to do. It fails because many leaders haven\u2019t faced themselves.<\/a><\/h5><\/header>
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Unresolved fear, the need for approval, and avoidance don\u2019t disappear at work, but they scale....<\/p>Read More<\/a><\/div>\n <\/div>

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When burnout, anxiety and emotional numbness become normal, it\u2019s no longer about coping skills or stress tolerance.<\/a><\/h5><\/header>
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It\u2019s about a management model that keeps people in permanent survival mode. Wellbeing programs don\u2019t...<\/p>Read More<\/a><\/div>\n <\/div>

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Why do people ignore safety rules?<\/a><\/h5><\/header>
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I believe that many people who are involved in safety rules have been confronted with...<\/p>Read More<\/a><\/div>\n <\/div>

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The trainer’s dilemma – whether to be boldly honest with the client or merely meet expectations?<\/a><\/h5><\/header>
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I’m invited to work in organisations on quite similar topics – trust and accountability in...<\/p>Read More<\/a><\/div>\n <\/div>

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Again with the development debates – are we measuring development or are we developing without measuring?<\/a><\/h5><\/header>
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Those of you who have followed me for a long time will know that I...<\/p>Read More<\/a><\/div>\n <\/div>

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What to do when the system stops working?<\/a><\/h5><\/header>
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In a previous post, I wrote about why today’s way of managing is increasingly exhausting...<\/p>Read More<\/a><\/div>\n <\/div>

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Today’s way of doing business and running a business no longer works because…<\/a><\/h5><\/header>
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Does the model work if you are constantly on the go and need to be...<\/p>Read More<\/a><\/div>\n <\/div>

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“I would like balance and peace in my life” – a realistic goal?<\/a><\/h5><\/header>
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The turn of the year is something that makes many people think about their plans,...<\/p>Read More<\/a><\/div>\n <\/div>

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Buy me! Come to my development programme! Buy my 1-1 service!<\/a><\/h5><\/header>
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I believe that for many LinkedIn users, and especially the 1% of users who post...<\/p>Read More<\/a><\/div>\n <\/div>

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How much does justice cost?<\/a><\/h5><\/header>
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In business, there are moments when someone breaks an agreement, breaks trust or clearly does...<\/p>Read More<\/a><\/div>\n <\/div>

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Staying alive?<\/a><\/h5><\/header>
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Recently, a client described surviving through his coping strategies. Through not letting people get too...<\/p>Read More<\/a><\/div>\n <\/div>

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Give me the techniques that will increase your turnover many times over!<\/a><\/h5><\/header>
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I believe that all supporters of leaders, whatever their job title, have heard this time...<\/p>Read More<\/a><\/div>\n <\/div>

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“He must have been in training. It’ll pass!”<\/a><\/h5><\/header>
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This is something many people have thought or said about managers who come back from...<\/p>Read More<\/a><\/div>\n <\/div>

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Procrastination – is it really bad or is there some good in it?<\/a><\/h5><\/header>
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This is the topic we tackled in today’s or the 161st episode of the “Leadership...<\/p>Read More<\/a><\/div>\n <\/div>

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Is creativity a manager’s tool?<\/a><\/h5><\/header>
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Part of the journey of going through one dietary programme is taking a break from...<\/p>Read More<\/a><\/div>\n <\/div>

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You are the one taking AI’s job, not him taking yours!<\/a><\/h5><\/header>
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Lately, there have been fears that AI will take people’s jobs away. Although the demise...<\/p>Read More<\/a><\/div>\n <\/div>

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Liability or fugitive liability?<\/a><\/h5><\/header>
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Have you ever thought that being rescued, rushed and overworked is not a commitment, but...<\/p>Read More<\/a><\/div>\n <\/div>

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My rediscovered passion: the ABCs of leadership<\/a><\/h5><\/header>
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As a trainer, I enjoyed working for many years with start-up managers, until at one...<\/p>Read More<\/a><\/div>\n <\/div>

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Max 40-hour working week also applies to drivers!<\/a><\/h5><\/header>
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A salaried driver and a salaried employee have each sold 40 hours to the employer....<\/p>Read More<\/a><\/div>\n <\/div>

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Is people’s commitment low?<\/a><\/h5><\/header>
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The connection between each other and the target is poor? Improving these issues is often...<\/p>Read More<\/a><\/div>\n <\/div>

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If you only value IQ and thinking, AI can really take over the job<\/a><\/h5><\/header>
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For a few hundred years we have believed that thinking makes us human. That the...<\/p>Read More<\/a><\/div>\n <\/div>

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“I have a timeless problem, I’m always running after time!!!<\/a><\/h5><\/header>
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I read such a sentence on the screen in the tram, where they were teaching...<\/p>Read More<\/a><\/div>\n <\/div>

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Why are many organisations tired?<\/a><\/h5><\/header>
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The results are good at best, the people are smart, the processes are in place,...<\/p>Read More<\/a><\/div>\n <\/div>

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Too many meetings?<\/a><\/h5><\/header>
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Too many meetings and not enough good practice documents for meetings? If a person spends...<\/p>Read More<\/a><\/div>\n <\/div>

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Impostor syndrome can often only be \u201ctreated\u201d through deep inner work.
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Impostor syndrome is the feeling that your achievements have come to you by chance. That...<\/p>Read More<\/a><\/div>\n <\/div>

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Corporate gambling – a pain that goes undiagnosed but is experienced by many<\/a><\/h5><\/header>
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Some have told me: “There is a sense of corporate gaming in your book.” At...<\/p>Read More<\/a><\/div>\n <\/div>

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Read More<\/a><\/div>\n <\/div>

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\ud83d\udca1 The root of mental health crisis is not psychological<\/a><\/h5><\/header>
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It is a lack of personal spirituality. Also in organisations. And I’m not talking about...<\/p>Read More<\/a><\/div>\n <\/div>

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HONESTY – a common values word in organisations, but why is it not always applied?<\/a><\/h5><\/header>
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Values are not, of course, just words on a wall. Behind every value are beliefs...<\/p>Read More<\/a><\/div>\n <\/div>

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\ud835\udc0e\ud835\udc0a\ud835\udc11 \ud835\udc29\ud835\udc1a\ud835\udc21\ud835\udc2e\ud835\udc29\ud835\udc28\ud835\udc28\ud835\udc25 – \ud835\udc1e\ud835\udc1b\ud835\udc1a\ud835\udc29\ud835\udc22\ud835\udc22\ud835\udc2c\ud835\udc1a\ud835\udc2f\ud835\udc2e\ud835\udc2c, \u00e4\ud835\udc2b\ud835\udc1e\ud835\udc2f\ud835\udc2e\ud835\udc2c \ud835\udc2d\ud835\udc2e\ud835\udc25\ud835\udc1e\ud835\udc2f\ud835\udc22\ud835\udc24\ud835\udc2e \ud835\udc1e\ud835\udc1e\ud835\udc2c, \ud835\udc21\u00fc\ud835\udc25\ud835\udc20\ud835\udc1a\ud835\udc26\ud835\udc22\ud835\udc2c\ud835\udc21\ud835\udc22\ud835\udc2b\ud835\udc26, \ud835\udc25\u00e4\ud835\udc1b\ud835\udc22\ud835\udc29\u00f5\ud835\udc25\ud835\udc1e\ud835\udc26\ud835\udc22\ud835\udc27\ud835\udc1e ?<\/a><\/h5><\/header>
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OKR (Objectives and Key Results) principles have recently been actively replacing KPI and other performance...<\/p>Read More<\/a><\/div>\n <\/div>

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“Money = death threat!”<\/a><\/h5><\/header>
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We reached this depth with one client who has a great business idea, a specific...<\/p>Read More<\/a><\/div>\n <\/div>

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Outdated perception – the leader drives results, processes and people<\/a><\/h5><\/header>
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That’s what the management textbooks say, and it’s been practised for decades.But if you look...<\/p>Read More<\/a><\/div>\n <\/div>

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Why is money not flowing into your business even though you’ve tried everything?<\/a><\/h5><\/header>
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Why is money not flowing into your business even though you’ve tried everything? \ud83d\udcb0 Problems...<\/p>Read More<\/a><\/div>\n <\/div>

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Virtual meetings and training are not annoying in themselves<\/a><\/h5><\/header>
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They only become tedious if they are tediously managed and the energy of the facilitator...<\/p>Read More<\/a><\/div>\n <\/div>

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The group process starts again when someone on the team undergoes a major personal change.<\/a><\/h5><\/header>
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We often think that group processes start when someone new joins or someone leaves. In...<\/p>Read More<\/a><\/div>\n <\/div>

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Adaptation is costly for business<\/a><\/h5><\/header>
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Last week, I wrote that lack of trust can be costly (staff and time spent...<\/p>Read More<\/a><\/div>\n <\/div>

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Trust is a time and money saver for your organisation<\/a><\/h5><\/header>
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At a time when many organisations need to cut costs and increase revenues, it is...<\/p>Read More<\/a><\/div>\n <\/div>

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Specialist-minded leaders – a fast track to burnout<\/a><\/h5><\/header>
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There are two turning points in a career where the mindset needs to change 180...<\/p>Read More<\/a><\/div>\n <\/div>

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8 questions for people interested in working as a driver<\/a><\/h5><\/header>
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In my 1-1 meetings, I often see start-up managers who want to avoid burnout and...<\/p>Read More<\/a><\/div>\n <\/div>

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Everyone has a cranial spine, but not everyone has a vertebral column.<\/a><\/h5><\/header>
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This is a phrase I overheard an orthopaedic surgeon, whose name I can’t remember, jokingly...<\/p>Read More<\/a><\/div>\n <\/div>

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Is the need for attention a threat or an opportunity?<\/a><\/h5><\/header>
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I have worked with people for a number of noble reasons. But at one point...<\/p>Read More<\/a><\/div>\n <\/div>

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Some things are never fully understood<\/a><\/h5><\/header>
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Data and analysis, or making sense of it, are necessary, but often organisations see endless...<\/p>Read More<\/a><\/div>\n <\/div>

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Dangerous sentence: “We are all one big family here at work.”<\/a><\/h5><\/header>
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This family stuff sounds like an expression of caring and unity. In reality, it often...<\/p>Read More<\/a><\/div>\n <\/div>

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