What Leaders Can Learn From the Rise of the Outsider (2016)
Graham Ward
"Leadership lessons from a tumultuous time"
Harvard Developmental psychologist Dr Robert Kegan drew on the work of Viktor Frankl’s logotherapy in which he referred to human beings as “meaning-making machines”. This idea asserts that humans’ primary motivation is to make sense of life and that people are constantly making meaning, especially in adverse or pressurised circumstances. In the light of that, what meaning are we to make of the new world order in which we find ourselves? Times of change and distrust create challenges and some valuable lessons for leaders.
As a leader you need to focus on your successors early in the game. Doing so will not only underpin the long-term sustainability of your enterprise, it may give you a shot at immortality.
Published on 21 Sep, 2016
"What happens in the transitional space during coaching?"
This article addresses how in order to take control of our destiny and to create alternative destinations some of us may need an external intervention, one of which is the technique of self authoring.
Published on 1 Jan, 2012
"Donald Trump’s new American brand is a cautionary tale for all leaders."
A leader’s image can become almost inseparable from the organisation he or she leads. Consumers’ perception of companies is often influenced by corporate leaders’ actions and what they communicate. Donald Trump is epitomising the “Ugly American”.
This blog entry with the Harvard Business Review explores four pathologies that can cripple an executive and bring misery to the workplace, and what to do about them.
This blog looks at the sources of humor and to distunguish between humour that is congenial and empathetic and humour that is dysfunctional and divisive.
Published on 2 Jun, 2015
When is it appropriate to share decision-making power as a leader?
Leaders shape their organisation through the decisions they take; it is one of the main expressions of their power. In fact, it can be seen as their main role. In this blog, Christopher explores how leaders can overcome the binary top-down/bottom-up perspective to leadership and decision-making.
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