We Are All Guests We arrive at a company, an organisation, a marriage, a country, and within weeks we start behaving as if we built the walls. We defend the parking spot. We fight for the corner office. We treat the title as if it were carved into us rather than lent...

The Two Fights You're Actually In There is a fight going on inside you, and another one going on around you. Most executives only train for the second one. The inner fight is the one nobody puts on a status report. It's the fight to make the right decision for...

Stop Being Realistic "Be realistic" is the most common advice given to anyone with a vision, and it's usually wrong. Neverland, Wonderland, Dreamland — none of them were ever meant to be realistic. They exist so imagination has somewhere to go. When you're setting...

The Only Thing I Want From a Leader Most leadership advice is complicated. A framework, a maturity model, a five-stage transformation curve — anything that turns leadership into a discipline you can study your way out of practicing. Here is the uncomplicated version....

The Trap of "I" I sat down this morning and mapped where my mind actually goes. Shopping, giving, association, hard work, a fight worth having — different doors, same room. Each one, underneath, is there to make me feel good, important, valued, confident. Draw a...

The Vessel Our body is a vessel. So is the organisation you lead. Your environment doesn't just surround the vessel — it conditions it. Every report you sign off without questioning it, every steering committee you sit through half-present, every hard conversation you...

You Can't Discipline Your Way Out of Drift. You Have to Trick Your Way In. Most executives think the problem with their program is a willpower problem. Enforce the process. Mandate the reporting standard. Hold people accountable in the steering meeting. Eventually,...