July 2020

• Leaders who have little control on things, but who think they have a lot of it, are the ones who fear losing control most.
• ‘Bottom up’ needs an ally ‘up’. An orphan ‘bottom up’ is just the music with half the band.
• 3 kinds of people you need to replace; 3 kinds of people you need. Development Plan done.
• I don’t trust the water to become ice at zero degrees.
• Nine basic contradictions in organizational life. Ignore at your peril.
• There is something only you can do: be yourself. Everything else can be outsourced.
• The ultimate form of Employee Engagement is a company of volunteers
• Managing by thermostat (I want a culture of feed forward, not feedback)
• ‘Make it work first, then clean it up’ versus ‘Clarify all first, then act’. You Choose!
• Inquiring, inquisitive and restless minds: positions permanently open in your organization
• What do I do with a resistant manager? Find five non-resistant colleagues, then…
• 360 degree feedback is the great deceiver
• Manage the inevitable, lead the unpredictable, allow yourself to do both
• We, ourselves are the biggest exporters of problems in the organizations we work for
• Grab the magic thresholds in the organization’s life
• The internal-external mismatch says a lot about companies
• 15 random organizational irritations and inconvenient truths
• I dread ‘robust’ and ‘sustainable’ cultures
• 10 shifts in the Remarkable Organization in the making (wishful ideas)
• The collective as a bad sum. When collaboration becomes co-recreation and the sum is smaller than the parts.
• Behaviours are the syntax of the organization. Values are the grammar. Your space in the world is the story.
• From ‘us and them’ to ‘us with them’. Don’t kill the ‘us’ on behalf of a fictitious ‘global’.
• Mondays shape Tuesdays. If you could just fast forward…
• My top 5 Leadership questions at the top of the agenda
• The organization’s collective self belief is often hidden. Leaders need to hear the unsaid.
• Backstage Leadership™ is key to collective leadership, a cornerstone of the modern organization
• Peer-to-peer is stronger than managerial top down.