Leading alongside. That’s what advisers in organisations are essentially doing. You can’t dig it out of the ground, fly it, design it or decorate it for them. You can only lead them as best you can so as they make the best decisions. Unfortunately, often due to expediency, we use our authority to get things
In my first book, DECIDE: How to manage the risk in your decision making, I made the statement “…in my experience, an acceptance of mediocrity and an acceptance that projects (and decision making) are difficult are the norm in the vast majority of organisations.” In the simplest terms, when you are advising you are influencing
It’s here. Winning Conversations: How to turn red tape into blue ribbon. Plenty of blood, sweat but not an ounce of tears has gone into my second book. I loved writing it. I love the core message intertwined through it. You should and most definitely can show the revenue producers, the policy makers, the senior
Mollisvitaephobia is fear of soft skills. Ok. You got me. I made it up by translating soft skills into Latin. Why? Because there is most definitely an ailment in organisations that needs fixing and it needs a name. There is a bias towards technical training at the expense of soft skills training. Want proof? How
Is your board showing signs of being either completely over the data thing or are they frozen in time because no one has been able to give them a logical path forward? Both situations have the same cause, everyone is sitting around staring at the data tree of life, pondering all that can be, and