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10 JANUARY 2015

It’s not personal, it’s business

Deceit is not cool. Deceit breaks trust, and trust is astonishingly hard to rebuild once broken. And this is where leadership becomes incredibly difficult.
29 NOVEMBER 2014

Leadership and the role of the intellectual

In the complexity of the South African political and business landscape, there has been a spate of recent revelations on the assumed ‘intellectual’ background of prominent leaders.
28 NOVEMBER 2014

11 leadership lessons from Alexander the Great

Visionary, team builder, mentor, he shows us some timeless leadership lessons but also some glaring failures.
13 NOVEMBER 2014

Hay Group identifies Best Companies for Leadership

Top companies place more emphasis on diversity, and create varied paths to leadership.
30 OCTOBER 2014

The leaders who ruined Africa; the generation who can fix it

While good leaders can't make much of a difference in societies with strong institutions, in countries with weak structures, leaders could make or break a country.
30 OCTOBER 2014

Take a look at yourself in the leadership mirror

To gain a better understanding of your leadership strengths and weaknesses, take a look at yourself through the eyes of others.
30 OCTOBER 2014

It’s your job to tell the hard truths

How can people who have been so successful in their careers not be courageous about communicating the problems they see in a business for which they are responsible?
30 OCTOBER 2014

Lesetja Kganyago: Made of the right stuff

The rand dipped when Gill Marcus announced last month that she was retiring as governor of the Reserve Bank. But it ticked upwards recently on news that one of her able deputies, Lesetja Kganyago, is to replace her.
30 OCTOBER 2014

Macbeth, Hamlet and your business results

If Shakespeare were a CEO coach, he would clearly encourage his clients to analyse and discern his situation like Hamlet does at first, but then he would insist they act decisively.
30 OCTOBER 2014

4 steps on the road to growth, dominance or irrelevance

The goal is to figure out how to live a life in servant mode, to create an organisation that doesn't become a bureaucratic haven or an avarice-focused engine of profit.


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