Leadership

When interviewing or developing a leader, I have a set of preferred behaviours, methods and values I look for. Getting this list came after a few mistakes. I've occasionally blogged about how I

Over the last five years I have deliberately become more clear about my values as a leader. As a leader, values are what you stand for. If what you value is absent at

There's an important concept that all leaders have an energetic budget with which they get things done. Every demand you face spends some of your complexity budget. My earlier post outlined that idea

Every change you want to drive within a business costs you time and energy. You have a limited capacity of both. If you commit yourself to more change than your own capacity to

Over the last few years, I came to properly understand this warning from John Kotter about business change: Never underestimate the magnitude of the forces that reinforce complacency and that help maintain the

One of my core principles is to continuously increase the clarity with which I see the world. This is a top-level principle, and so I have a bunch of values and behaviours which

I’m a fan of the Strengths model. On both of the times I have done the self-assessment, two of my top five strengths are: Achiever Focus This is very true of me.

Systems thinking I don’t know whether I became a systems thinker because I read about it in the Fifth Discpline fifteen years ago, or whether I was already a systems thinker but

I am so happy about the recent publicity on introversion. I’m an introvert, and am aware of how to get the best out of myself. I’m not shy – that’s a

I came across two particularly good articles on how to interview and screen a sales person. The first by Dave Kurlan provides an insightful list of 10 behaviours you’d want to see,

I read a good article today on McKinsey’s site. Their report 'putting complexity in its place' talks about organisational complexity, and makes an important distinction between individual and organisational complexity. few executives

I’ve noticed some sales organisations have differences in the degree of stakeholder management expected within a project, change initiative or complex deal. Stakeholder management, for a sales person, is knowing who cares