In today’s leadership culture, speed often masquerades as competence. This article explores why constant urgency narrows judgement and how senior leaders can restore reflection, clarity and performance through simple disciplines, including executive coaching. Slowing down may be the most strategic move a leader can make.
Executive coaching gives senior leaders a confidential space to think, challenge assumptions, and act with greater clarity. This article explores how coaching helps leaders navigate complexity, improve decision quality, strengthen resilience, and align culture and strategy for lasting impact.
Self-regard is the capacity to respect yourself with both strengths and imperfections intact. This article explores why it matters for resilience, decision-making, and leadership, and offers eight practical exercises to help you build steadier self-worth.
Emotional self-awareness is the starting point for emotional intelligence. This article explores what it is, why it matters for leadership and life, and offers eight practical exercises, from daily reflection to emotional mapping, that build deeper understanding of your inner world and its impact on others.
Below is my fourth sketchnote (more note than sketch) on the fourth session with Peter Block on Connecting for the common good. Generative Journalism was front and centre of the session, with Peter Pula (website) explaining what it is and how WE can make it happen. There is one more in the series and that can be found here.
The book in three sentences Peter Block’s Stewardship redefines leadership as a choice to serve rather than control. It challenges traditional models of power, accountability, and ownership, arguing for organisations built on partnership, transparency, and shared purpose. The book is a call to abandon patriarchal governance and become stewards, that is, people who are deeply accountable without needing to dominate. Who [...]
The book in 3 sentences The Empowered Manager is a practical guide for managers who want to lead with integrity, not control. It shows how managers can choose partnership over hierarchy, service over self-interest, and accountability over compliance. By making these personal shifts, managers can foster trust, ownership, and meaningful change, regardless of the system they work in. Who should read [...]
The authors have uncovered ways to build high psychological safety and trust cultures in workplace teams. The rewards? Higher purpose and performance. — Read on www.talent-quarterly.com/in-team-we-trust/
Research around whole brain thinking and a simple coaching tool to support right brain thinking.
Book summary of Stewardship
A series of blogs developed as tools for leaders from the Wharton Business School: https://whartonleadership.wordpress.com/2010/08/26/nano-tools-for-leaders/#more-64 Visual by Mara C one of the Drawify Team.
Trust Development and Dynamics at Dyadic Level. A Narrative Approach to Studying Processes of Interpersonal Trust in Leader-Follower Relationships — Read on www.academia.edu/40473901/Trust_Development_and_Dynamics_at_Dyadic_Level_A_Narrative_Approach_to_Studying_Processes_of_Interpersonal_Trust_in_Leader_Follower_Relationships
Link to an interesting article on productivity.
Link to the issue on Sustainable Leadership from Developing Leaders Quarterly
Link to the free self assessment to support reflection on career
Saving article for future reading https://engineering.atspotify.com/2014/09/16/squad-health-check-model/
Saving for reading https://www.epicpeople.org/sensemaking-in-organizations/ Follow on article: https://www.epicpeople.org/sensemaking-methodology/
Held to read the complete series later,,, This is the fourth in my series of Playing to Win Practitioner Insights (PTW/PI). The first was The Role of Management Systems in Strategy, the second was Is the Opposite of Your Choice Stupid on its… — Read on roger-78069.medium.com/strategy-is-what-you-do-not-what-you-say-a6e483840557
Saving this for future reading.. https://www.ccl.org/articles/leading-effectively-articles/what-is-psychological-safety-at-work/?utm_campaign=1-LeadersAtAllLevels%2C2-LE_Article%2C3-Custom&utm_medium=social&utm_source=twitter&s=09
Article on Adaptive Leadership from HBR
Slide deck showing what is covered each week in B329
Link to Julian's new 100 days process on curiosity
A good article that outlines the Treacy value disciplines strategy model
Article on engagement in Covid-19 times
Article on future planning - futurist come model
Link to article: Leadership and the small group
Link to article with four models that look at facets of devolved decision making / sense making.
Some interesting points in this, so holding here for later reading...Read to know why we need a more thoughtful way of making sense of our emerging chaos and uncertainty — Read on www.peoplematters.in/article/life-at-work/finding-simplicity-in-chaos-beyond-vuca-25159
Link to the book leading and managing people in the dynamic organisation
A sketchnote from a session by Pierluigi Pugliese
A paper by Steve Munby on the future of leadership development in the education sector.
Link to Big 5 test by Jordan B Peterson and supporting resources
A link to a page with a number of articles on VUCA.
A link to Remote Worktree a resource for remote workers and their leaders
An interesting but short overview of how leadership models have developed over time
Three sketchnotes on the webinars by Julian Stodd looking at remote working
90 Minute online / remote training sessions ran LIVE by myself - an overview of the service offering
Feedback is one of the most powerful tools a leader has, yet it is also one of the most misused. Too often feedback becomes a list of instructions or a judgement that leaves people passive rather than energised. This post explores a simple but effective framework, the AID feedback model — and shows how leaders can shift from telling to asking. The result is feedback that not only corrects or praises, but also builds reflection, ownership, and genuine growth.
