Writing on change management focused on the human, organisational, and political realities of change in complex settings. These pieces explore why change efforts stall, how resistance emerges, and how leaders create movement when authority is limited and outcomes cannot be fully planned in advance.
Why the leadership myth that leaders must have all the answers still misleads
Many leaders still inherit the idea that they must have all the answers. It is a belief shaped by the industrial age, reinforced by organisational culture, and sustained by our collective discomfort with uncertainty. Yet research from thinkers such as Heifetz, Senge, and Edmondson shows that knowing is not the work of leadership. The real task is to create the conditions where people can think, learn, and sense what the system needs next. This article explores why the myth endures, the cost of pretending to know, and the practices that help leaders move from answer giver to steward of shared insight.
