When we set out to work on an issue on a large scale, it would be handy if we could discern the specific impact of our actions. It would be useful it we could determine how much of what we see …
New Series of Board-level Skills Workshops launched with Glasgow Chamber of Commerce
Delighted to have launched a new series of workshops at the invitation of Glasgow Chamber of Commerce, focusing on board level skills. We’ve picked two topics to begin with: Mastering ... ... …
Why don’t they take action?
Sometimes it surprises us that people don’t do things we think they should take action on, to do with other people particularly (or anything really); even things they’ve agreed to do. Why is that? I …
Are you sub-optimising yourself?
We’re very mindful of minimising our use of tangible commodities—like paper, for example. So much so, that it’s a kind of obsession. It’s important to conserve scarce resources—of course, it is. We do …
Leadership isn’t always about teams
We tend to think of leadership in the context of leading teams, at least in connection with work we do. But it isn’t necessarily so. Yes, a leader’s role is often to build the necessary …
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Discontinuous change vs. continuous adaptation
One philosophy of change in organisations starts from an assumption that structures, processes and systems are largely fixed at the outset—frozen, if you like. The approach then is to unfreeze the …
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