A few words to suit the times, that I found in one of the works of Alexandre Dumas:
“When a man’s existence weighs supreme in a great nation’s interests, honour, and destiny, when minds are led to foresee the success or collapse of a great fortune and begin to consider the possibilities …
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New Year’s Resolutions are often the bane of people’s existence: they set some goals, have great intentions, but don’t gain traction. I often work with clients to set strategic personal and business goals and put in place the mechanisms and
I was meeting with the CEO of a very successful publicly listed Company, who said he’d taken about 15 months to turn the culture of his business around from bureaucratic to collaborative.
It’s a big company and he had a big job to do, but when I work with organisations and leaders, we aim to turn the direction of organisational cultures around within 3-6 months – quicker if we have the necessary qualitative data and conditions (most quantitative data is often shallow and insufficient to the cultural change process – it’s over-rated).
It was a great night presenting at the Rotary Club of Joondalup last night, speaking about how extraordinary leadership is enabled through a heart for, and practise of, service. It was a privilege to meet with the many members, business and
Strategy is often inhibited by fallacies in thinking. One of the greatest of these is the either/or fallacy. This informs the mindset that when presented with two apparent options, one must choose one or the other and that they are mutually exclusive.
The problem with this kind of thinking – while this may be useful for particular commitments – is that it does not allow for the divergent or even integrated options one may develop.
Strategic work in organisations needs to recognise the changing business landscape caused by the interaction between our environment, developing technologies, social changes and personal and demographic aspirations in both established (recovering) and developing economies. Therefore, strategy needs to be iterative – for some organisations almost on a daily basis. For individuals and businesses, strategy needs to help us to adapt and decide the play of the day. This strategy will continue to morph through the outcomes of those daily plays and events.
Here are 4 examples I have close knowledge of from my consulting work. These examples range from smaller to very large-scale enterprises, with sometimes difficult lessons to be learned.
Watching my daughter’s participation in a rehearsal of a school performance of Tim Winton’s Cloudstreet, I am reminded what a difference speaking out clearly and energetically makes for communicators.
Too often, speakers and leaders hold back in their delivery and their language and thereby deprive the audience of the benefit of their ideas. It happens in public arenas, meetings and informal discussions. Rehearsing your intent, motive, language and energy all help you to connect with and influence your audience and people.