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What do leaders do when their values are in conflict with the organizations they lead?

While 95 percent of the eighty Board Chairs, CEOs, executives and senior leaders who responded to LCP's 2018 Global Leadership Survey agreed there is a link between character and performance, we asked them how they responded when there was a conflict between their own personal values and those of the organization? They are grouped into three dominant themes: 1. Resignation 27 perce...

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Are we really surprised to find a link between character and performance?

What comes to mind when you consider the brands above? In the 2018 LCP Global Leadership Survey, we asked 134 Board Chairs, CEOs, executives and senior leaders to respond to a short survey exploring their thoughts on this topic. Apart from my own leadership experiences in seeing the importance of this relationship over the last 25 years, I have extensively researched this topic since 2010...

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Adapting to change in an age of acceleration

Heavy fog found me sitting in a crowded Sydney airport lounge recently, when two men asked if they could join me at my table. It’s very hard to say “no” when there are three seats and you’re the only one the sitting there! As Tony, Carlo and I introduced ourselves our conversation surprisingly turned to anxiety, especially anxiety in young people and students related ...

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What one decision can you 'do' that will transform your day?

In my role I get to have lots of conversations with leaders, and over the last few weeks it is clear that there is often a huge gap between making a decision and implementing it. Inherently, I think most leaders know this to be true when it comes to driving their businesses forward to greater success and managing the tension between strategy and execution. It is amazing, however, how many...

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Humility for leaders is not enough

“Egos drive people in every occupation.”[i] But when humility is absent, leaders lose the ability to listen and focus on what is important. Jim Collins describes the resulting behaviors as “arrogant neglect”. When these behaviors exist, organizations enter the first stage of organizational decline.[ii] In his research comparing ‘good to great’ compani...

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"Dad how come you're not successful anymore?"

These words cut me to the core. I am not sure my 13-year old son, Ryan, fully appreciated the power of those words as they blew away all pretence and laid my heart open and bleeding. It was a real struggle trying to find the words to describe ‘success’ in a way that would make sense to a young boy growing up in a world where success was all about having a nice home, driving an ex...

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Right Ladder. Right Wall

You may have heard about the person who spent their entire career climbing the corporate ladder only to discover their ladder was up against the wrong wall. Though simple, this illustration highlights a profound question many of us wrestle with. What ultimately motivates us? Obviously career progression will, to some extent, motivate us. But so does making money and achieving success i...

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The failure of success

When working as an executive in the U.S, I experienced the early, unsettling days of the Global Financial Crisis that began in 2008/09. I saw the collapse of the housing market, severe falls on Wall Street, companies letting go thousands of employees, and many major financial institutions filing for bankruptcy or being acquired by those in a stronger position. Headlines were dominated by the...

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What can be gained from a 'dance of chaos and order'?

In her book, Leadership & the New Science, Margaret Wheatley explores a perspective on leadership rarely heard. Pushing us beyond Sir Isaac Newton’s mechanistic theories of why things work the way they do, Wheatley forces us to think more about the relationship of how things work together in a symbiotic and complementary manner and that the nature of these relationships rarely rema...

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How does leadership differ across cultures?

Culture significantly influences how the following statements are made, and in particular, how people respond to them. “We should take the initiative” “We should wait until we are asked for help” “This could turn out to be a great political manoeuvre” “Let’s not do anything, as it might be seen as a sign of weakness” “We ...

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