Strategic Leadership

Short-term thinking with a narrow perspective can boost performance but it won’t be sustainable business. Nor how to reach success and wellbeing long term. Some point, further down the road, the employees will leave and the resources will be gone. To practice sustainable leadership you must encounter what economist calls externalities. If you continue to do that, you will end up with a truly sustainable business. Read more about what to consider when doing sustainable leadership.

Many managers’ decisions are guided by bias. There are approximately 200 different types of bias. A bias is actually a mistaken decision. It is an automatic and unconscious mechanism that gets in your way of making clear decisions. We all have a different levels of bias and they are context-dependent. When dribbling a ball on a basketball court, it may be a kind of bias that affects your decision about where to move.

Behavioural economist Sally Khallash (PhD) and I speak about how we can make better decisions and minimise bias which influences our ability to reach our greater potential.

Organisational readiness takes that each leader is mentally ready, or mentally agile, as we can call it too. So this article is about developing your ability to lead with agility, and or being ready for whatever comes your ways. It is key in order for you to be able to lead for organisational readiness. In my book, Power Barometer – Manage Energy, not just Time and Money, you can find extended knowledge and inspiration on the topic. But for now read more here in this article.

There is no radical innovation, or innovative company without mental agility. I am not talking about agile methods, but agility as a mindset. When I started working with innovation back in 2008, innovation was nice to have. Today, most leaders confront a situation where innovation is need to have and many have experienced the difficulties actually turning innovation ideas and projects into business value and tangible results. Often because there is a lack of mental agility in the organisation. 

Agile as a method was firstly introduced (starting this millenium) in a business context as a project management method for innovation and IT development projects. Later, the concept of agility became about emotional agility in a leadership development context. To become truly agile requires leaders who has an agile mindset.