October 2015

• ‘New people bring in new ideas’. Keep it as a hypothesis
• Corporate tribes, intellectual ghettos, and open windows policies
• 4 types of generosity in the workplace. 2 with epidemic potential.
• May I introduce you to our worse enemy? The word average
• Has employee engagement undergone moral surgery?
• 10 ways to fool everybody as an organization expert. They guarantee some attention and all have been tried and tested, somewhere.
• All thoughts come out of silence. Leadership development may turn out to be free after all.
• Trust in 3 models. Trust me, it’s simple
• FAQs to myself (about organizational life)
• The Leader with Seven Faces. A model of leadership that requires a mirror.
• The ‘Waiting for the Barbarians’ school of Change Management.
• The 6 stages of Management Teams. The Origin and Evolution of these Species in one page.
• From political movements to innovation in the company, stuff happens in the fringes, whilst the core feels tired.
• From Values to Non-negotiable Behaviours. Continuing the reframing of the company steering system. (3 of 5)
• ‘Homeland’ fiasco lesson for my friends in Corporate Communications.
• The Organizational Logic: the basic people algorithms that steer the navigation. Reframing the company steering system. (2 of 5)
• An obligatory Chemistry lesson for leaders. AKA thermostat management.
• 10 reasons why you should retire ‘Passion’ from your value system
• The world is flat, leadership is global, and I want to go home.
• Value conversation or cost conversation? One departure, two avenues, several destinations.
• Reclaiming Conversations in an Alone Together world
• Value systems should be aspirational and behavioural, not just a shopping list of the values or behaviours you don’t have.
• The ‘Great Man’ model of leadership is well and alive, despite largely exaggerated accounts of its death
• My spell check changes ‘methodology’ to ‘mythology’ automatically. Are the gods telling me something?
• Empowerment: the muddle. The wrong conversation, until you start unpacking the concept and dismantling the house of buzzwords.
• The leadership team tipping point: the arrow points South.
• ‘The top leaders are not specific, they don’t tell us what they expect’. This is very good news.
• Q: ‘What’s the best innovation in Medicine in recent years? A: ‘The chair’
• It may not be inevitable. It may be that people believe it is inevitable. Grab the script. Change the script.
• Reclaim the non-utilitarian conversation in the organization. It has the greatest utility.
• The ‘Training ex Machina’ delusion. Beware of training solutions for all seasons.
• Benchmarking deviance inside the organization.