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Decision-making by committee doesn’t lie at the heart of shared leadership, but listening to multiple voices and divergent opinions does.
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Far too often in business, we get it wrong. We focus on the wrong issues; we waste time and we waste money. When people don’t know what to do, they default to that which feels most comfortable, creating work to create the illusion of work.
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What makes a good leader?
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Abductive reasoning is so powerful because it is the one form of reasoning that sets out to be totally free of dogma and preconception.
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Prof Mias de Klerk writes an open letter to the South African President.
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Young twenty- or thirty-something leaders in Africa are frustrated. They have every right to be.
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CEO Robert Playter dispels worries about the potential harm robots could inflict and thinks they will empower people instead of displacing them.
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In the age of continuous transformation, the fabric of leadership is being redefined by the forces of complexity and change.
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It’s time to stop thinking about agile ways of working only in terms of individual scrum teams, daily standups, and sticky notes.
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Putting experts into a room and expecting them to emerge with a perfect solution when we don’t know the nature of the threat we are dealing with is a guarantee for failure.
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