Thursday
Sep052013

LIMITS TO LONGING 

“What is the end goal towards which we should direct all our activities?” and “what is the ultimate purpose of human experience?”, were questions posed by Aristotle (384-322 BCE) in his work ‘Nicomachean Ethics’.

 How relevant these questions are today. They remain unanswered.

 Concepts such as being more ‘resilient’ and ‘adaptive’ regarding leadership and life itself, suggest that reacting to setbacks and problems by being resilient and adaptive is good.  As Charles Darwin is so often quoted, “it is not the strongest of the species that survives, nor the most intelligent; but the one most responsive to change”. What I believe that as good as these abilities are, they are only managing a current situation, usually a current problem, which although it is important and therefore given most of our energy, is based from the past to the present and, because of this, is not enough to create a desirable and preferable future.  Essentially, perhaps the greatest responsibility and role a leader has is to make it possible to create a preferred future, the essence of Aristotle’s questions.

Read this article in PDF

Saturday
Aug172013

THE EFFECT OF WORLDVIEW ON STRATEGY

A major role of a leader is to create a preferred future for the organisation, community, and nation, whoever and whatever it is the leaders are serving.

Creating a preferred future always involves change, always involves people, and always is associated with anxiety change inevitably creates.  As a rule, although it is acknowledged that change is needed, and is the only constant there is, it is also what we are most resistant and anxious about.

Over many years I have observed that often why CEOs tenure is so short is not because the CEO was trying to create change but because he or she was trying to create change but did not know how to navigate the inevitable anxiety associated with the change they were trying to bring about due, I believe, to the powerful impact of our worldview.   This has also been my experience over 25 years, as the Australian CEO/Managing Director of International publically listed companies, as I have experienced this resistance to change first hand.

Read this article in PDF

Wednesday
Jul312013

CONFUSING FORMAL AUTHORITY, INFORMAL AUTHORITY AND LEADERSHIP

Recently I did some consulting and developmental work with the Asia Pacific Regional Management Group for a major global company which is number two in its industry. The CEO was committed to building a high performance team but some of his "leadership moves" suggested to me that he was confusing Formal Authority, Informal Authority and Leadership. I recount some of my experiences in the attached article.

Read this Article in Full in PDF

Monday
Jul152013

THE SEVEN ELEMENTS OF "LEADERSHIP INSIGHT DIALOGUE"

 I have just posted a new Article in the Publications section called The Seven Elements of "Leadership Insight Dialogue". It is about a powerful leadership development method which we have designed to take the lid off the secrets of effective and fulfilling leadership. It is also about a way of exercising leadership. I also posted another article recently called Leadership That Transforms Groups and Organizations which describes how leaders influence their teams and organisations.

Friday
Jun072013

A THANK YOU TO BETSY

The attached short article is a thank you to my friend Betsy who I met on a learning program and who is a natural leader.

Read this article in full in PDF