Each year, All TEC Day challenges hundreds of CEOs around the country to reflect on the future of leadership. Two of the themes for this year really stood out to me, especially as the full range of their impacts remains to be seen. The first concerns the idea of leading with authenticity. We've all seen the damage - reputational and otherwise...
Why does your organisation exist? Harvard Professor Dr Rosabeth Moss Kanter wrote that "great companies identify something larger than transactions to provide purpose and meaning" and went onto suggest that every organisation needs to be able to explain or justify its place in society. This is a wonderful challenge when undertaking strategic effort of any sort. One social enterprise organisation I chair has...
When it comes to goal setting, people are more likely to have business goals rather than personal ones. My approach is to ensure leaders are able to recognise and manage the inevitable imbalance between achieving both work and life goals. People use popular frameworks such as SMART or Objective Key Results (OKR), often missing an important step, which is the why. Whether your aim is business or...
There you were - engaged, challenged and fulfilled in your work that made the most of your innate talents and spoke to your passions and beliefs. You might have spent years developing a fully committed relationship with one of your closest friends - your job! And now it is time for you to say goodbye to that friend forever. You have...
Leadership fundamentally involves three main elements: people, change and risk, as well as the preparedness to fail whilst trying for greatness. However, of all the changes currently affecting the business environment, it could be the leader's approach to risk that is changing the most. An Ernst & Young (EY) survey from late last year found this change is especially prevalent...
Recent commentary around the change of pace in business suggested 18 months is the new "long term". Whether you agree with that or not, the reality is that transformational trends spread quickly and leaders of organisations need to have their own "speed agenda" on hand, a blueprint for sensing and responding effectively to the forces of change that can see...