While everyone is allowed to make a mistake, there are always exceptions to a rule. This creates personal risk. A risk that was very nicely articulated by JFK in an interview in 1962: “If you take the wrong course, and on occasion I have, the President bears the burden of the responsibility quite rightly. The
Your greatest fear could be this picture: An organisation of brilliant minds and innovative ideas. Yet, teams are working in silos, projects are misaligned, and the organisation’s vision seems like a distant mirage. In the words of Simon Sinek author of Start with Why “People don’t buy what you do, they buy why you do
Organisations thrive on vision and purpose if individuals and teams are strongly aligned to them. Recently I was thinking about how we know the power of communication using our eyes and that our eyes give us vision. I then pondered why more organisations don’t do more to ensure individuals and teams are truly aligned to
Who is accountable for the decisions you make? You are of course. One of the greatest frustrations I see for leaders is the lack of accountability for decisions made. Here are a few examples: Escalation: I should say “Needless escalation”. A team member wanting the team leader to take responsibility, when there is ample information,
How many intelligences do you thrive in? How many do you need to be successful in your role? If you have never heard of the Theory of Multiple Intelligences (Linguistic, Logical/Mathematical, Spatial, Bodily-Kinesthetic, Musical, Interpersonal, Intrapersonal, and Naturalist) put forward by Howard Gardener in the early 1980s, you might be a bit perplexed. Prior to