Leading without making a racket
So, what’s happening on the tennis court…what helps performance and what hinders it. When it comes to skill and fitness levels, I’m sure there is very little to choose between the top 10, 20 players in the world. So, what gives some players the edge? And what principles might be transferable to leadership and performance in the world of work? Timothy Galwey’s “Inner Game of Tennis” is a widely acclaimed guide to mental performance and is very helpful in unravelling this question.
Stop Managing Generations. Start Managing Behaviour.
It’s understandable why leaders fall back on generational explanations. They are tidy, easy to repeat, and can seem to make sense of complex workplace dynamics quickly.
But they can also quietly undermine performance.
The Feedback Gap – Why Good Intentions Aren’t Enough
Most managers I work with are not avoiding feedback because they don’t care. They are avoiding it because they care too much and don’t quite know how to begin.
The cost of that avoidance is higher than most managers realise.
Why Bringing Your Whole Self to Work Is a Leadership Strength — Not a Liability
I often say that leadership is not something you learn once — it’s something life teaches you again and again. For me, one of the most career defining lessons arrived in 2003, during a period of profound personal change.