Abandon failed projects: great leadership idea #101
March 20th, 2014 | by Jonathan Gifford
Teams become emotionally attached to major projects in which they have invested their creative energies. It is difficult forMarch 20th, 2014 | by Jonathan Gifford
Teams become emotionally attached to major projects in which they have invested their creative energies. It is difficult forFebruary 22nd, 2014 | by Jonathan Gifford
Leaders should be concerned with strategy, not operational execution. If the organisation is set up so that colleagues understandFebruary 21st, 2014 | by Jonathan Gifford
Infectious ideas – or ‘memes’—are powerful communication tools that pack a great deal of conceptual and emotional content intoNovember 21st, 2013 | by Jonathan Gifford
Management seeks to regularise the irregular; to iron-out discrepancies and to correct deviations in the search for the perfectly-managedNovember 15th, 2013 | by Jonathan Gifford
Your organisation probably has a lot more data to hand than it realises – and almost certainly a lot moreOctober 30th, 2013 | by Jonathan Gifford
Giving people orders – commanding people to do things – works (a bit) in some situations. We’ve got usedOctober 17th, 2013 | by Jonathan Gifford
Every leader is faced with a long list of issues that are not absolutely central to the implementation ofOctober 6th, 2013 | by Jonathan Gifford
All of a leader’s great plans come to nothing if they are not successfully executed. This edited version ofOctober 3rd, 2013 | by Jonathan Gifford
Back in the 1980’s, the General Electric Company found itself in the middle of a PR disaster that stemmedOctober 11th, 2012 | by Jonathan Gifford
Diversity in any ecosystem is essential to its survival: the different adaptations displayed by various organisms within the system