Across the world, trust in leadership is at an all-time low. But global leaders also need to be mindful that many approaches to rebuilding trust are biased toward Western values.
Knowing how to identify and constructively address unresolved conflict in different cultural situations is a key skill for global leaders.
Creating a high-performance culture is often touted as the holy grail of today's organisations. But achieving it in practice remains an elusive concept.
'Global leadership' is one of those fancy terms that gets used in glossy consulting reports and EMBA marketing briefs. But what does it actually mean?
Boris Johnson's attempt to apologise for attending a Downing Street party during last year's lockdown is a timely reminder about the gulf between making a formal apology and being genuinely sorry.
Every animal depends on its heart for its existence. Organizations do too, except that rather than a multi-chambered muscle, they rely on leadership, managers and flows of information.
What's more important: that people are working on exactly what you want them working on at that exact moment, or that important tasks and outputs are done on time and team goals are met?
As the UK's furlough scheme comes to an end after 18 months, how can organisations help people facing the anxiety of returning to the office after an extended time away from the working environment?
As we design the "next" workplace, we need to shift our focus from where, when, and how employees perform their work, to why they want to perform it.
At a time when the role of the manager has arguably never been more challenging, we are starting to re-evaluate what 'management' really means.
Failure is not the opposite of success. It is a feedback mechanism that shows us what's not working. We can learn from it and improve, but it should never be a goal in itself.
All change brings new opportunities. The tree that looks almost dead in the winter bursts with blossom in spring. The frozen wasteland delivers a bountiful harvest in the autumn. As business leaders, we can learn a lot from nature.
As organizations prepare to get back to work in a post-pandemic world, leaders must focus on just how they intend to get on with work for years to come.
The dystopian view of a future overrun by robots forgets that the human brain gives us some things technology cannot compete with, namely our ability to adapt and create.
Scenario planning isn’t just about developing proactive strategies to deal with a possible crisis. It can also be a useful way to highlight potential weaknesses in your organisation or operations. Here’s how to go about it.
Too many organizations ignore or tolerate bad management. Yet bad managers will never get optimal results, so their tell-tail traits need to recognized and dealt with.
The world is changing much faster than their organizations. And that’s a big problem, because traditional businesses are not designed for adapting to change or aligning with shifting markets.
After this unprecedented year, finding ways for a team to connect and address the needs of the whole person rather than focusing solely on work priorities is more important than ever.
As we struggle against the the Covid-19 pandemic, it's clear there is a far more serious public health crisis that has long been hidden in plain sight: a digitally primitive healthcare system.
As a manager, how do team members respond to your approach to solving problems? How does team dynamics gel with your personality and affect chemistry and productivity?
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