The truth is that your reputation for hard work and delivering successful programs is a great starting point, but there are two additional elements that are essential for your corporate career to flourish in ways that are meaningful to you…
Delegated authorities are largely based on what’s currently in place and needs to be refreshed or maintained. If what you’re aiming to achieve is truly transformational then, by definition, it hasn’t been done before. Often the outcome is being defined by the program itself. This can and will challenge existing frameworks…
Extra effort achieves more in the short term; that’s one of the reasons why you do it. But the long-term cost can be much higher than you think. The harsh truth is that working harder will neither address vulnerabilities in your leadership nor underlying issues in the program…
The truth is that knowledge often equates to power, and expert power diminishes to the extent it is shared. Therefore, while their knowledge is vital, some SMEs will subtly or even overtly sabotage a team’s progress and its ability to identify radically new solutions…
Power is not limited to leaders or organisations, and it’s not restricted to acts of domination. It’s a basic force in every social interaction. Power defines the way we relate to each other. It dictates whether you get listened to, and determines whether your needs take priority – or get any attention at all…
Have you ever seen logic change beliefs? Ever? That’s because it doesn’t! So why then do we think that, when we explain the transformation program we’re doing and why we’re doing it, those listening will support the program?…