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By Business, Leadership, Personal

Business leaders worldwide are grappling with economic instability, geopolitical uncertainties, and the ongoing impacts of the COVID-19 pandemic, alongside significant organizational shifts affecting structures, processes, and people. These shifts encompass various challenges, from adapting for resilience and navigating the balance between remote and in-person work to addressing mental health issues and harnessing new technological capabilities. McKinsey’s “The State of Organizations 2023” report aims to assist CEOs and their teams in navigating these complexities by highlighting key shifts, backed by insights from a survey of over 2,500 business leaders and interviews with industry experts. The report identifies ten critical shifts, including increasing speed and resilience, redefining hybrid work models, integrating AI, enhancing talent management, fostering inclusive leadership, and prioritizing mental health. To effectively address these shifts, organizations must focus on direction setting, talent development, leadership cultivation, and integration of transformative efforts to ensure adaptability and sustained growth in the face of evolving challenges and opportunities.

Strategic Concepts That Set Top Companies Apart

By Business, Career Development, Leadership, Personal

Strategic concepts come in and out of fashion as the needs and dynamics of the marketplace change.

Research and analysis of today’s landscape identifies six key strategic concepts that set outperforming companies apart: Borrow someone’s road, partner with a third party, reveal your strategy, be good, let the competition go, and adopt small scale attacks.


How high-trust cultures impact performance

By Leadership, Personal

Trust and psychological safety are crucial for building high-performance teams, with research showing that trust can significantly enhance employee engagement, reduce burnout, and increase productivity.

However, the erosion of trust within organisations, driven by factors like economic instability and internal practices, poses serious challenges. Establishing trust requires deliberate efforts from leaders, who must create environments where employees feel safe to voice ideas and concerns.


The Art of Asking Smarter Questions

By Business, Leadership, Personal

All types of organisations are facing increased urgency and unpredictability, so being able to ask smart questions has become key.

This article offers a practical framework for the five types of questions to ask during strategic decision-making: investigative, speculative, productive, interpretive, and subjective.

By attending to each, leaders and teams can become more likely to cover all the areas that need to be explored, and they’ll surface information and options they might otherwise have missed


Why Real-Time Leadership Is So Hard

By Business, Leadership, Personal

Leaders sometimes feel stuck, while at other times, leadership feels effortless.

This article examines this contrast, proposing that it’s not about situational factors but rather psychological states. When in the zone, leaders express themselves naturally, pursue ambitious goals, and embody their highest values, achieving extraordinary feats.

However, four blocks—belief in no alternatives, no hope, no time, and no need for leadership—hinder entering this state. The article presents practices to overcome these blocks and embrace a world of possibilities.


6 Common Leadership Styles – How to Decide Which to Use

By Leadership, People & Culture, Personal

Research suggests that the most effective leaders adapt their style to different circumstances — be it a change in setting, a shift in organisational dynamics, or a turn in the business cycle.

In this article, the author outlines the six leadership styles Daniel Goleman first introduced in his 2000 HBR article, “Leadership That Gets Results,” and explains when to use each one.

The good news is that personality is not destiny. Even if you’re naturally introverted or you tend to be driven by data and analysis rather than emotion, you can still learn how to adapt different leadership styles to organise, motivate, and direct your team.

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How to Discuss the Undiscussables on Your Team

By Business, Leadership, Operations, People & Culture, Personal

Surfacing the ‘undiscussables’ on your team may be uncomfortable, but it must be an ongoing campaign, or they will sneakily build up in the background and impact your employees’ morale.

In this article, the author explains how to spot the classic signs of undiscussables — meetings marked by quick consensus, a lack of productive debate, or uneven participation — and offers strategies on how to uncover those unexpressed thoughts and feelings to help your team work more productively.

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The Best Leaders Have a Contagious Positive Energy

By Leadership, Personal

The pandemic has taken a significant toll on the well-being and energy of so many. Positively energising leaders are more crucial than ever.

Positive relational energy —the energy exchanged between people that helps uplift, enthuse, and renew them — however, is not the superficial demonstration of false positivity, like trying to think happy thoughts or turning a blind eye to the very real stresses and pressures overloaded employees are experiencing. Rather, it is the active demonstration of values.

Numerous studies show that positive energisers produce substantially higher levels of engagement, lower turnover, and enhanced feelings of well-being among employees.

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Coaching a Direct Report Who Asks for Your Help

By Leadership, Personal

As a leader, you play an important role in helping others in a way that doesn’t rob them of their autonomy and ownership (micromanaging) or leave them wondering what they’re supposed to do next (under-leading). One area where this tension often shows up is when a direct report asks for help. What’s the most effective way to help an employee bridge the gap between goal setting and goal attainment? When someone has a small measure of experience under their belt, your role is to help them consider and design those next steps for themselves. In this article, the author offers tips for what to say to help your employee form their own action plan.

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How to Create a Strengths – Based Company Culture

By Business, Leadership, Operations, People & Culture, Workplace

A strengths-based culture and approach are powerful differentiators that assist companies in attracting top talent, eliciting peak performance from every employee, and fostering organic business growth. It is essential for companies to develop individuals in a manner that aligns with their personal desires for belonging, uniqueness, and growth. This approach not only enhances individuals’ anticipation towards work but also improves team collaboration and performance, ultimately driving the company’s organic growth

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