The page Bill Gates took from Warren Buffett's playbook is one we can all use.

How often have you put your heart and soul into something - a sales pitch, a presentation, a letter, a conversation - only to find that it misses the mark?

On the sports field, we see a microcosm of life play out. When the going gets tough, sports stars get grounded. They pull together and rely on each other’s talents to turn the situation around. Perhaps that’s the big lesson for corporates.

Here’s the dilemma: The only way you can solve an impossible challenge is through innovation and experimentation. But fear blocks innovation and experimentation.

Leadership is about energising people rather than issuing orders.

We are conditioned to be led by others, says Jules Goddard. That’s dangerous. We should learn independence.

Apportioning blame for the water crisis will not solve the problem – it’s time to identify how we got here, and how we can act more proactively.

Not because of what the word means, but because of what the word means you will do.

In a fast-moving environment characterised by digitisation, organisations face threats that emerge more rapidly - and from a wider range of competitors - than ever before.

When a catastrophe hits and a company doesn't have resilience built into its culture, that's when irreparable reputational damage can become a threat.