Last time, I concluded with a couple of questions posed by leadership expert John O’Leary: “Are leadership and management fundamentally different roles in practice? Or do they simply require us to focus on different things?” O’Leary, drawing on 34 years of experience...
There are clear distinctions between Leadership and Management, aren’t there? We often hear statements like “managers do things right, but leaders do the right thing.” As a Gestalt practitioner, I’m interested in complicating the distinctions between categories like...
Writing in the Harvard Business Review recently, chart designer Scott Berinato proffered a vivid example of the profoundly misleading influence that clever chart visuals can exert. In emails, engineers from the leading Japanese airbag manufacturer Takata allegedly...
We live in an era of digitally produced charts laden with eye-catching, attention-drawing visualisations. Charts seem to speak louder and more persuasively than words, and there is little doubt that visual representations seem to appeal to a human desire for tidy...
There is widespread agreement that the art of building effective teams involves being clear about collective and individual objectives. What happens to sustaining and building effective teams in times of anxiety-inducing change when mergers, new roles, new processes...
Last time, we summarised the three major sources of team conflict identified by leadership expert Annie McKee (insecurity, desire for power and habitual victimhood). I’d like to explore what can be done to prevent these patterns from undermining and sabotaging the...