Most organisations have a competency framework. Few can honestly say their leaders care about it. This is not a communication problem. It is not a training problem. It is a design problem. And it sits at the heart of why so many leadership development programmes fail to move the needle on the behaviours they were...
People hate change. This is the first thing we hear when business as usual is disrupted. Let’s face it: getting out of comfort zone is never easy. But I think ‘change’ gets a bad rap. Change isn’t inherently a negative thing. In fact, growth, differentiation, innovation—all find their cause and effect in change. So why...
Every leader carries two versions of themselves simultaneously—who they are today, and who they are working to become. The distance between those two selves is not crossed by just acquiring more skills, frameworks, or models. It is crossed by learning to navigate felt tension. The friction of competing demands, the discomfort of not knowing which...
A project lead I met had joined her organisation’s global capability centre eight years ago. She was ambitious and fast-moving. She took on stretch projects, volunteered for cross-functional work, and earned strong performance ratings. For the first few years, growth was visible. New responsibilities. Bigger teams. Better titles. Then, slowly, the ladder narrowed. Senior roles...
