Embracing the paradoxes of leadership

Ella Miron-Spektor | 15 Oct 2019

In today’s organisations, demands, goals and expectations are dynamic, complex and interconnected. That’s why we need to move from an ‘either/or’ to a ‘both/and’ view of priorities.

How artificial intelligence will transform human thinking

Rod Collins

Will AI benefit mankind or could it lead to the end of the human race? A better understanding of the relationship between human thinking and AI may shed some light on this great uncertainty.

Why business strategy needs to be more than perfume

Daniel Deneffe

Many ‘grand’ business strategies are well-packaged and smell great. But what ultimately determines the success of a business isn’t strategy but something much more simple: the choices that customers make to buy or not to buy.

How to tell if you're mansplaining

David Livermore

Are mansplaining and its close cousin, whitesplaining, real things or are they just more pop psychology terms? David Livermore interviews Dr Amy Heaton to find out.

Getting feedback from a virtual audience

Wayne Turmel

Speaking to large groups on-line can be deeply disconcerting. Why? Because even in a lecture-type presentation, you get all kinds of feedback. But doing it virtually feels like you’re talking into a void.

The new rules for how business works

Rod Collins

Whether we like it or not, the digital revolution has completely rewritten the rules of how the world works. And even more disconcertingly for those who want to hold onto the old rules, this revolution is only just getting started.

Three inconvenient truths about corruption

Marc Le Menestrel

Any definition of corruption that does not include your own actions is a self-protective fantasy. So having honest, adult conversations about corruption requires accepting that none of us is ethically pure.

From the archive

Morale: a moving target

Duane Dike

What we think we know about morale is probably wrong, especially the black and white notion that morale is either ‘good’ or ‘bad’. Like most human feelings, morale is a moving target, which is why being sensitive to its nuances is such a key skill for leaders.

Peter Vajda

The relationship web

Peter Vajda

Whether we are aware of it or not, our lives are giant webs of inter-connectivity. How many people do you interact with every day? And how many of these do you see as being real people to be seen, acknowledged, appreciated and valued?

Wayne Turmel

Too much one-on-one can damage team dynamics

Wayne Turmel

Good managers understand the importance of “one-on-ones”. But what if we are spending so much time on individual communication that we inadvertently create a problem for the team as a whole?

Wayne Turmel

Why you should use chat in webmeetings

Wayne Turmel

One of the most under-utilized tools in the online meeting tool-chest is the "chat" feature. But used properly, it can add significant value to the effectiveness of team communication.

Wayne Turmel

Reptilian brains

Wayne Turmel

Why do otherwise rational, competent people make dumb, short-term decisions they know to be wrong? The answer lies in the reptilian part of our brain – a part that really ought not to be in the forefront when it comes to running an organization

Earlier opinion

The art of creating positive intentions in the workplace

Sarah Gornall

Have you ever stopped to take stock of what you are focusing on? In all aspects of our work and life, our focus either holds us back or provides a springboard to success. So use it to create positive intentions for yourself rather than dwelling on the things you don’t want.

The 'golden suggestion' for managers

Wayne Turmel

The old saying “do unto others as you’d like them to do unto you” Is fine advice. But when it comes to management, it's not so simple. Let me explain why it doesn’t stack up.

How to get your ideas adopted

Anne Miller

Nothing is more frustrating than a great idea falling on deaf ears. If this happens to you, don't get demoralized, get smart. To get your ideas adopted, you need a strategy.

What (not) to do in the crosshairs of digital disruption

Joerg Niessing

Just 15 years ago, Swiss company Kuoni was one of Europe's best-known travel brands. But its failure to embrace the wave of digital disruption engulfing the travel industry proved to be a disastrous and irreversible mistake.

How collective intelligence can prevent business meltdowns

Rod Collins

Anyone who has worked in a business for a long time will probably have a story about an actual or near catastrophic meltdown. But as my own experience shows, leverage collective intelligence is the best way of avoiding these disastrous situations.

How humor can help shape strategy

James M. Kerr

More and more companies globally are using humor as part of their brand strategies, and Stand-Up Strategist has just released its second annual ranking of the best corporate April Fools campaigns.

The two big communication questions

Wayne Turmel

Communication increasingly seems to be a question of technology. But it isn’t. It's a complicated process with lots of moving parts. And it starts with two very important questions

Revolution in B2B retail: from perfume to platform economy

David Dubois

In the digital age, where consumers and brands are connected like never before, B2B retailers need to embrace new business models and pivot into platforms.

Key skills for virtual leaders

Wayne Turmel

Leading a virtual team is a tough call, so here are seven key behaviors that leaders of virtual teams need to develop to be successful.

All new ideas are made of old ideas

Max McKeown

In the same way nature has mixed and remixed matter to arrive at our current universe, mankind has mixed and remixed ideas to arrive at our current society. So if we want to make the future better, we need to look for new combinations of old ideas.

How firms can avoid the mediocrity trap

Manfred Kets De Vries

Managers who are emotionally insecure or who have a fragile self-esteem face a dilemma when making hiring decisions. That’s why B-players often fail to hire the best people.

Principles before personalities

James M. Kerr

During large-scale reorganizations, discussions can often become heated and turn personal. That's why it's important to keep in mind some techniques to ensure that your teams stay focused on the "why" and the "what" rather than getting bogged down with the "who".