One of the primary reasons why leaders struggle with changing both themselves and their organisational cultures is that they fail to differentiate between horizontal development and vertical growth, and they focus most of their growth efforts on horizontal...
Owning your organisational shadow Carl Jung, one of the fathers of modern western psychology, spoke of the ‘shadow’ in relation to our capacity to hide from ourselves and deny our own behaviours, thoughts, feelings and beliefs. We keep them in the shadow of our...
In their book The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations, Jim Kouzes and Barry Posner write, “Leaders make risk safe, as paradoxical as that might sound. They turn experiments into learning opportunities. They don’t de ne...
What are your organisational values? Can you list them immediately, or do you have to pause and think for a minute? If you’re like most of the leaders I’ve worked with, it takes a while to remember your stated values. And if you can’t remember them off the top of...
Mindfulness teaches us the principle of “right livelihood,” meaning the commitment to a vocation that is not harmful to humans or nature and which contributes to the wellbeing of all beings on earth. Right livelihood can be difficult to implement in organisational...
What do Google, General Mills, Target, Goldman Sachs, JP Morgan, and Oprah Winfrey have in common? A commitment to using self-awareness practices to create organisational change. Once associated with a highly spiritual lifestyle set apart from the mainstream,...
