Last time I wrote about the unspoken leadership tension running through almost every organisation I work with right now. The gap between leaders navigating uncertainty at the top and teams absorbing the weight at the bottom. I promised a deep dive into five strategies the best organisations are deploying to navigate it.

Every organisation I work with is feeling the same thing right now. And most of them are struggling to name it. It's not burnout. That word is way to simplistic for what’s going on, and usually results in the issue being kicked into …

Every organisation I work with right now is having the same conversation. How do we keep up? How do we move fast enough? How do we not get left behind? Of course, these are the right questions to ask. But they’re not the most important question…

I’m absolutely certain. Have you ever noticed that some people seem to say things with absolute certainty and others less so. How often do you question what gives them that level of conviction in their ideas? 

The pressure to drive transformation is everywhere. Clarity on how to lead it is in shorter supply. I think a key reason for this is that the skills needed for transformation are fundamentally different from the skills needed for incremental growth.

Over the past twenty five years, I’ve had the privilege of working with some 400 plus organisations who are going through some form of transformation. And yes I actually counted back through all the ones I can remember right back to my consultancy days at KPMG and through the world class teams I currently speak for.

If your goal doesn’t change how people think, it isn’t big enough. Goal setting is dead easy. Achieving them is the tricky part.

Achieving Bold Goals is the practice of overcoming multiple hard challenges in concert with other people. And bold goals by their very nature involve things which are uncertain, unclear and lacking a defined pathway.

I deeply believe that better never stops and whatever you do, it needs to get better every day. In addition, it’s often what’s not said that actually has most impact.