The world all too often provides us opportunities to witness: the press using unethical practices to gain access to ‘information’ politicians abusing expense accounts banks breaking trust with customers corporations deflecting responsibilities For some time, this has been the expectation
is it time for boardroom vulnerability?
Boardrooms are the figurehead, the measuring stick, the guidance and the view from the outside; they have the ability to re-chart the course of a ship when it’s off course. They are the epitome of corporate leadership! Or so, as
behind the leadership façade
Behind the Leadership Façade A façade is a powerful mechanism to ensure an unknown remains so; there are great times and places for façades such as theatre or the restoration of an aging shopfront. Serving a corporate leadership role is
could the golden handshake be different?
It’s all too familiar – a great leader leaves an organisation and the place falls apart, literally! People start leaving to follow the previous leader, prior approaches and techniques are slowly but surely eroded and a whole new culture rears
the antithesis of changing corporate leadership
Corporate leadership seems rather stuck currently, laboring badly. It seems so out of touch with what the changing world is currently rewarding. What tangible changes can connected leadership bring? I recently read a book by Robert Cooper entitled ‘Get Out
corporate leadership – sacrificial lambs?
Change results in components moving ahead, morphing into a state of ‘newness’. This newness may show in new organisational behaviours, attitudes and approaches or be perceived, generating gossip and rumours of that which is yet to come. The evolution of
changing corporate leadership – vulnerability
Vulnerability – a 21st skill for leaders of today! Would you agree? Vulnerability is the ability to share corporate imperfections, the desire to show that you are only human and the willingness to ask for help! True vulnerability can be
changing corporate leadership – responsibility
In today’s changing world, one priority is responsibility, equally true for self as for others. It’s time for CEOs and emerging leaders to take responsibility for their own growth, ensuring greater or realigned readiness to cope with change. Are you,
changing corporate leadership – core business
In business, it is all too easy to get bogged down with details. Procedures, processes, systems, quality, functionality become the priority, taking a leader away from the big picture into reactive decision-making and at times misaligned business practices. When this