I can describe it, but remember: it’s an art, and an art must be practised and honed.

When capability, accountability and confidence are sucked out of a team or organisation, it freezes up.

We don’t need to be philosopher-warriors or Machiavellian princes to get more done. We need relationships.

You’re surrounded by people whose true talents can only be guessed at. To make big, necessary changes, how will you lure them out of their routine grooves?

If an important thing is to be done correctly, it takes as long as it takes. The trick is to do less.

First up: we don’t really know what we should be doing, and not doing…

In recent decades organisational life has become splintered, and is in a state of accelerated flux. We are often flung together with people we barely know. How can we achieve big outcomes in such circumstances?

“You can’t get the staff these days.” How many times do we hear that? What does it really mean?

Ineffective delegation is now reaching pandemic levels in organisational life, and yet it’s not on management’s development radar. What if if amazing things were happening, even if it’s not you doing them?