Leadership and Decision-Making
Double-Loop Leadership: When Better Execution Is the Wrong Answer
Why leaders must sometimes stop optimising execution and challenge the assumptions, goals and values that define the problem itself.
Professional knowledge and strategic perspectives across strategy, projects, operations, engineering, transformation and business performance.
2 articles found
Why leaders must sometimes stop optimising execution and challenge the assumptions, goals and values that define the problem itself.
Why multi-source feedback creates value only when leaders can interpret it, accept it and convert insight into observable behavioural change.