Being an activist leader is probably not what you think…

Written by Stuart Haden on March 27, 2024

Another great pod from Matthew Taylor (from the Forward Institute) who speaks to Lucy Parker, the co-author of ‘The Activist Leader’. A book which I’ll now have to read, provoking as the title might be. Especially given the hosts (welcomed) cynicism towards leadership/business books. Which just strengthens his own endorsement of this work.

Systems thinking and (major) societal change seem to be at the heart of the conversation. Whilst case studies of organisations can be a bit risky a quick

Continue Reading

The difference between failure and errors…

Written by Stuart Haden on March 21, 2024

I’ve just started Amy Edmondson’s latest book – Right Kind of Wrong: The Science of Failing Well. She’s arguably the go to expert on Psychological Safety.

I am liking the way she starts the book with definitions of failure and errors.

Failure is an outcome that deviates from desired results. E.g. failing to win a hoped for gold medal or over cooking dinner.

Whereas errors (or mistakes) are unintended deviations from pre-specified standards (such as procedures,

Continue Reading

Enterprise Leadership: 5 resolutions (part 2)

Written by Stuart Haden on March 13, 2024

In my first posting (last week) Cashman left us asking and answering Four Big Enterprise Questions. Circling through – purpose, vision, strategy & talent…

Purpose: The Big Why Question: Why Is It So Important That We Exist?

Vision: The Big What Question: If We Lived Our Purpose, What Can We Become?

Strategy: The Big How Question: How Can We Get There?

Talent: The Big Who Question: Who Will Get Us There?

Cashman, K. (2019). Enterprise Leadership: Five big resolutions

Continue Reading

Enterprise Leadership: 5 resolutions (part 1)

Written by Stuart Haden on March 5, 2024

“One of the toughest development challenges is to elevate a critical mass of talent from executive management to true enterprise leadership”. As well as citing the differences between executive and enterprise leadership, this short articles also describes the differences between controlling and creating. And of course rather than just thinking and behaving downwards, enterprise leaders must also make the critical and complex shift across – all functions, all geographies, all divisions, all teams and all customer groups.

Cashman presents

Continue Reading