When I was in my last year at school, someone connected with a student exchange programme came and spoke to our class…
The process of writing has helped me reflect on some of the core lessons we all need to learn as leaders…
I’ve been privileged this week to receive several unsolicited emails from graduates of my Programmes…
Both in organisations and individually we seem to obsess about the metrics – and ‘more’ seems to be perceived to be better: more money, more customers, more prolific in our output…
Sitting on a smallish plane bumping out of Wellington the other day, I reflected on the absurdness of my situation…
One of the patterns I observe in myself and other leaders is that when we are asked a question, we feel compelled to come up with an answer…
I had an embarrassing incident in the shower of a hotel room recently and not what some of you may be thinking…
When I am putting together presentations I always try and find quotes from a mix of men and women…
I’m writing this on a plane. We’re on our descent into Sydney and all large electronic devices have had to be stowed…
At the end of last year, I ran a survey to find out what behaviours hold mid-career men back…
Is there a behaviour you are trying to change, but just don’t seem to be able to get traction on?
Everywhere you look at the moment it seems someone is touting the importance of being “authentic”…
There are plenty of books on how to start – projects, relationships, making money, and enough on when to quit or how to finish – think conscious uncoupling!
Over the course of the last seven articles, I’ve explored the context and the six reasons leaders fail in effectively developing the next generation of leaders.
Those from diverse backgrounds often need particular types of navigational support to advance their careers but are less likely to get what they need…
Historically an arbitrary distinction has been made between mentoring and sponsorship, rather than seeing them both as part of a suite of tools leaders use to develop next gen leaders…
In this brave new world of diversity and inclusion and #metoo, many men feel unsure, left out or left behind…
Like it or not, in most of our organisations the majority of senior leaders are men of a certain age and background…
In addition to many leaders’ thinking, they are already better at developing future leaders than they are, proficiency is assumed…
According to research in 2018 developing next gen leaders and attracting top talent are the top two concerns of CEOs worldwide…
