Ever wondered why some organisations thrive in uncertainty while others crumble? As a management consultant, I’ve seen how leadership approaches impact organisational resilience. Often leaders treat good governance as a mere tick-box exercise, disconnected from strategic decision-making – a dangerous approach in today’s volatile business landscape. The solution? Integrate strategy and risk so leaders consider
Was that Groupthink you just saw in your team meeting? It happens to the best of us, and often it’s right under our noses and we don’t realise it. Groupthink has a way of creeping into even the most seasoned teams, making people hold back contrary views and go along with consensus to keep the
High-performance teams have a secret: how they connect in making decisions. Top teams decide better and faster. With good people and information, decisions come quickly due to less uncertainty. They avoid analysis paralysis and confidently make calls. Why, because team members feel the connection between them. Teams need to trust each other to take risks
Picture this: You’re at a networking event, proudly introducing yourself as a risk/compliance/procurement/HR/other back-office function management professional. The CEOs and executives you meet suddenly develop an urgent need to refill their drinks or check their phones. Sound familiar? You see, while risk/compliance/procurement/HR/other back-office function professionals were patting each other on the back, congratulating ourselves on
Ever sat in a meeting and thought, “Hang on, are we all just nodding along here?” If so, you might have witnessed the sneaky culprit known as Groupthink. It’s not just your executive team at risk – it’s every team that massages information on its way up the ladder. Groupthink isn’t a new concept. Irving