Wishing things would slow down?Thinking of applying the brakes? Things are not going to slow down; it’s just not going to happen. And hitting the brakes could be disastrous. You have to accelerate while increasing psychological safety – this right here is [the] leadership challenge.

Unprecedented change is now, accelerated. We need to increase psychological safety so people can relax into it rather than resist it. But how? Here’s a reading list to get you started though if you want short cuts and hacks read on

Three weeks ago things were fairly ‘normal’. Now most of us are working from home and feeling very uncertain about what happens next. I am scared and hopeful, both at the same time, this is how VUCA feels right now. Here’s more. Oh and can you help me please?

You have a big project to deliver. How are you going to get people working together? Enforce the Contract, hire a behavioural ‘scientist’, draw up a charter or none of the above and just crack on regardless? There is another option and you might be amazed by the results …..

Here’s some thinking on how to differentiate your organisation and get to the top – it involves: setting direction, having a great “2iC”, letting go and building your team all underpinned by huge tacit knowledge.

This is about gaining perspective, using the big picture and regaining the power to mobilise effort. As a leader you can’t do it on your own stuck down at street level. It’s that constant ‘trying to’ that is killing business and businessmen. Here’s an alternative.

How can teams delivering critical projects establish a basis for success, whether at inception or after. Good luck if you are relying on an organogram or The Contract. Were talking about ‘people’ here, right!