The three legs of leadership

Duane Dike | 21 May 2015

Every move a leader makes affects someone and something else. So leadership effectiveness depends on three things: knowledge of the job, your place in the working environment and your ability to relate to others. Remove any of these and - like a stool - you're heading for a fall.

Self-help or self-serving?

Sarah Alexander

Self-help in its various forms is a multi-billion dollar business. But it’s a house built on sand, peddling hugely over-simplified ideas that risk creating more problems than they solve. Here are some self-help sacred cows it would be better to out out to pasture.

Why people don't want your new idea (and how to change that)

Jurgen Wolff

If you come up with a new idea, more often than not you'll meet tremendous resistance. So here are some strategies to disarm the idea-killers, neutralize the objections and get your ideas taken seriously.

10 tips for negotiating across cultures

David Livermore

Regardless of the cultural context, the objective in negotiation is to reach an agreement that mutually satisfies both parties’ interests. Accomplishing that across cultures requires a high level of cultural intelligence.

Four mythic leadership stories

Michael Jones

Behind our rational and analytical world, where everything is measured and quantified, there exist powerful archetypal narratives that shape who we truly are and offer us the the wisdom to wisely navigate a complex and changeable world.

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The benefit of seams

Janet Howd | 04 May 2015

What do we have against seams? Many organisations like to boast that their organisational tapestries are ‘seamless’, as if this is something that bolsters their resilience and profitability. But without seams, it is heard to adopt, adapt and improve.

Why MOOCs and executives don't mix

Paul Hunter

For time-stretched executives juggling professional objectives and scarce personal time, MOOCs have not been a hoped-for panacea. So forget the hype, virtual learning will only work for executives if it follows these seven basic principles.

Opening the Johari Window

James M. Kerr

Devised in the 1950s, the Johari Window is a technique that can be used to expose an individual’s blind spots and increase their self-discovery. As a management tool, it’s a useful way to improve team performance and enhance breakthrough thinking.

Are you a builder or a climber?

Dan Bobinski

Over the years, dozens of different types of leaders have been identified. But as someone who believes that simpler is usually better, you can forget all of those because I've boiled down all those styles to just two basic types: Builders and Climbers.

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News & Ideas

Feeding the world

How do we feed 28.5 million more mouths every year?

Dominance could kill you

What goes around, comes around. A hostile personality increases the risk of heart disease

How currency wars impact business

When currency wars break out, business gets caught in the crossfire

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It’s a fake! Countering the counterfeiters

Counterfeiting has become a global epidemic. Pierre Delval, one of the world’s leading authorities on counterfeiting, talks to Jean-François Fiorina, Associate-Dean of Grenoble Ecole de Management, about the scale of problem and the measures we need to take to combat it.

Inspiring engagement through the power of stories

The gap between having a vision and inspiring others to help you achieve it is common to every business leader. Dawna Jones talks to Guido Palazzo, professor of business ethics at HEC Lausanne, about how stories can help you communicate your vision

Who's afraid of the science of shopping?

Whether it's personalised bill-boards, talking windows or mobile phones that know what product we're looking at in a store, the future of shopping has already arrived. And as we hear in this interview with Dr David Lewis, the neuro-psychologist who invented the science of shopping, that's only the beginning.

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