I love rebels. I admire those leaders who can see a different future and are able to pull it into the present. They play by their own rules. They don’t conform to status-quo or dogma. Yes, I still get goose bumps when I watch the ‘Here’s to the crazy ones…’ commercial from Apple.
Here’s a shout out to a leader who thinks differently – Bordeaux winemaker Jean Gautreau. I think there are several important lessons we can learn from his success.
In 1969 Sociando-Mallet was a forgotten and derelict property on Bordeaux’s Left Bank. Over the past five decades, through considerable expansion
I am only one of two corporate psychologists I know of who has worked at the bottom of a coal mine, let alone one in a remote part of Africa. There I learned three important lessons about decision-making, teams, leadership and social impact.
I place a high value on rolling up my sleeves and getting out in the field to actually see customers and products in action. If I didn’t, I would become distanced from reality
I once had a client in the mining industry. While working out in the field with some of the leaders, my colleague Bill and I had
Have you forgotten your ‘why?’ Have you lost the plot?
All too often management consultants and HR professionals get so caught up in the day-to-day delivery that it’s easy to lose sight about what’s really important. We know that ‘strategy’ is important but it’s as if the tactical ‘getting stuff done’ becomes so overwhelming that we miss the real reason we are there in the first place. Sometimes, the strategy and tactics will diverge so completely that it’s impossible to reconcile them in any reasonable manner.
There are no universal laws of business, management or leadership that work everywhere around the world
I could hear it in their voices as they described their work and personal lives.
I could see it on their resume in their list of education and experiences.
They had “arrived!” They had reached a pinnacle in their career … but their story didn’t have a happy ending.
Earlier in my career I was, for lack of a better term, a “hired gun.” A management consultant conducting leadership assessments for companies being sold, bought or undergoing large-scale transformation. I travelled the globe writing leadership profiles on senior executive talent across a variety of industries.
After conducting hundreds of these I began to notice