April 2018

• Framing is a leadership must (1 of 3): your mini-revolution starts with simple behaviours.
• These are my trade-offs, what about yours?
• Childhood ‘monsters under the bed’ never go away. They seem to reappear in corporations. Without the beds.
• Magic trick to ‘engagement’: leave the sandals at the door
• ‘How does the medicine know where to go in the body?’
• Organizations wired wrong (and 5 of 5): If you want ‘One Company’ surely it’s because you don’t have one. The more you push it, the more it will slip away.
• Organizations wired wrong (4 of 5): Don’t team up with people you know very well.
• Organizations wired wrong (3 of 5): Behaviours create cultures. Cultures do not create behaviours (unless they have them already)
• Organizations wired wrong (2 of 5): Why if you want ‘transparency’ you should not ask for it.
• Organizations wired wrong (1 of 5): desired outcomes mistaken as inputs. The case of ‘Engagement’
• The ‘research’ for the real-real unique attributes of world class leadership is embarrassing.
• Organizational Pathologies (and finally (!) 10 of 10): Empowerment as risk transfer (or the traffic of monkeys across the organization)
• Organizational Pathologies (9 of 10): Measure the measurable
• Organizational Pathologies (8 of 10): Busy-ness
• Organizational Pathologies (7 of 10): Useless over-inclusiveness
• Organizational Pathologies (6 of 10) : Processism and process junkies
• Organizational Pathologies (5 of 10): The company in rehearsal mode (or Waiting for The Barbarians)