The wise power of utopian thinking
Marc Le Menestrel | 22 Jul 2019
The ability to dream our future world into being can help us survive. So imagining an ideal world is also a powerful tool for enhancing proactivity and leading organisational transformation.
Encouraging innovation in large organizations
John Brooker
Many large organizations have problems with innovation. So unlocking their potential means understanding the key factors that influence innovation and how leadership behavior influences them.
Code is easier than people
Wayne Turmel
Going from being a ‘doer’ to being a manager isn’t easy, because managing others demands interpersonal and communication skills that need to be worked on.
Moving beyond endless debate
Rod Collins
Rather than finding workable solutions to our most intractable problems, we seem to be locked into endless cycles of debate that prevent meaningful action from ever happening.
The Icarus syndrome: flying too close to the sun
Manfred Kets De Vries
The Icarus syndrome, with its signature lack of humility, has felled many leaders who planned grandly but failed miserably. That’s why every leader needs to keep their hubris in check.
How to take expert advice
Wayne Turmel
You could drive yourself crazy trying to follow every piece of advice you get - and often the experts disagree. So how is a rational person supposed to take all this advice without their heads imploding?
Are all white people privileged?
David Livermore
You can’t have an honest conversation about cultural intelligence without addressing 'white privilege', the idea that white people inherit certain privileges simply by the color of their skin. But this isn't an easy thing to discuss.
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
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".
Recent Podcasts
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.
A roadmap for cultural change
Karin Stumpf
It's all very well talking about creating a world-class organizational culture, but how do you actually go about doing it? This three-step approach is a good place to start if you're serious about implementing cultural change.
Don't let Twitter rewire your brain
Wayne Turmel
If it feels like all the social media and online communications managers use is somehow changing us, you're right. So here are 10 tips to make social media work for you instead of letting it have its way with you.
Rewards and incentives - when self-interest isn't enough
Robert Heller
Self-interest is a powerful engine of economic performance, but it is far from being the only one. Many other parts are necessary for the economic motor to run smoothly – like teamwork and delegation.
Managing uncertainty
Edward de Bono
Some people are excellent at managing in situations when things are going very well. There are also people who succeed in managing when things are going badly. But not many people can manage successfully in times of great uncertainty.
Earlier opinion
Three scary things that real leaders need to do
Greg Giuliano
If you want to be a leader and not just a boss, you need to stop relying on your title or your position to get people to comply and start to strengthen your connections with others.
Great advice from a sketchy source
Wayne Turmel
Ian Fleming’s James Bond books don’t normally spring to mind as sources of useful management advice. But there’s a line in ‘Goldfinger’ that is actually quite brilliant if you run a remote team.
What's the answer? It depends
David Livermore
I’ve gained a reputation for being the “It depends” guy. When fielding questions during a presentation on cultural intelligence, my default response is “It depends!” Let me explain why.
The creativity success manifesto
Jurgen Wolff
Whether you want to write a best-seller or launch a new business venture, success in any kind of creative endeavour depends on some common factors. Understand these and your chances of hitting the jackpot will be multiplied.
Are your teammates competent?
Wayne Turmel
One of the biggest factors in building trust is believing in the competence of the people you work with. If you work in the same place, that isn’t so hard to do. But if you work remotely, gathering evidence of competence takes more effort.
The essential challenge in times of great change
Rod Collins
In times of great change, business leaders can’t look to the past for guidance. Instead, they need to proactively manage the evolution of their companies and be prepared to innovate when markets shift.
What happens to firms that don’t adopt dominant technologies?
Nathan Furr
Firms that choose the non-dominant technology in an industry shakeout aren’t necessarily dooming themselves to extinction. Remaining open to options is an important part of innovation and they can still pivot, adapt and survive.
The cost of bad meetings
Wayne Turmel
Bad meetings cost companies billions of dollars every year. But this waste is easily avoidable if only we'd all ask ourselves a couple of basic questions and think a little more about how and why we have meetings.
The cure for the loneliness of command
Manfred Kets De Vries
‘It’s lonely at the top’ is an old cliché, but for many top executives, it’s a harsh reality. Too often, though, this loneliness goes unaddressed as executives try instead to keep up a hero facade.
The transformational leap in healthcare
Rod Collins
Healthcare systems are designed to leverage the individual intelligence of the physician. But that’s all about to change as digitization radically changes the basic rules about the entire healthcare model operates.
Staying on track isn't easy
Wayne Turmel
It's surprising how often teams lose sight of their goals. There are plenty of reasons, and maybe understanding some of the most common will help you and your team reassess where you are headed.
Engaging change: six tips for surviving and thriving
Dan Bobinski
Such is the pace of change today that every day seems to present new challenges and opportunities. So how managers adapt to the changing horizon can make the difference between surviving or thriving.
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