Currently, there is a lot of media about the negative impacts of all the change that is occurring in the world. Although change can be exhausting and feel relentless, in fact from a business point of view, there are often many positive aspects that ultimately are driven by such change.
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Directors are mandated to work in a company’s best interests and to ensure (among other things) that the entity is purposeful, successful, compliant, safe and future focused. As a company evolves and grows it will need access to different advice at various times in order to mitigate risk or to manage/navigate complexity. 
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Leaders are now being faced with the challenge of clashing cultures, opposing beliefs and people who can become offended easily. Often navigating the conversations coupled with these areas can be the undoing of a great team and also a significant strain on leadership.
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In most client sessions, whether it be a board of directors, senior executive team or one on one coaching the following questions tend to be asked “What are you seeing with the other companies you work with?” or “how are others dealing with this situation?”.
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1:1’s, catch ups, reviews, there are numerous terms we are now using to interact with our people and teams in order to check-in on their engagement. But have we have lost the art of truly understanding the importance of these interactions and how we get the most from them.
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A recent study surveyed 300 directors and found that 75% of their respondents said they recognised climate change as being very important to their companies’ strategic success. However, a 2018 survey found that only 31% of 600 large, publicly-traded U.S. companies had board oversight of sustainability. 
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Often leaders will end up in positions in which they are not the expert in certain fields anymore... becoming a leader without ‘specific’ expertise. They might have led specific teams achieving great things in the past, however have taken the step to leading other leaders who in turn lead their own team of experts or who are thought leaders in their respective field.
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For most of us when we think sustainability, we jump to the environment, climate change and Carbon Zero, and while this definitely has a level of immediacy, we also need to consider social inequality and biodiversity loss, and how these three mega trends are interrelated.
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Kendall Langston, Partner, reflects on his 2021 year - both personal and professional highlights and challenges.
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If “culture eats strategy for breakfast”, and we also know that businesses that focus on culture show a 9% growth in EBITDA, why do we seem to put so little time into it as Directors?
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The purpose of an Advisory Board is to allow the directors of the business to access regular strategic advice from a group of trusted advisors familiar with the business who can contribute to the future success of the business.
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I find myself talking about mindset a lot these days.. Why? Because it seems being intentional about your mindset is not common in the business leadership environment.
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Greg Allnutt, Partner, shares his insights around the behaviours or attitudes that inhibit leaders from progressing on their leadership journey, after reading Marshall Goldsmith’s book, “What got you here, won’t get you there”.
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Check out the results from our key business data collated from our clients to ensure our team is making an impact. We are very proud to be able to confirm our clients perform at a level well above those of their industry standards.
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On the battlefield, the fog of war refers to the fact that it can be very hard to see the full picture of what is happening let alone how you are progressing your part of it. So too in the current business environment. Here are some observations on how, as a leader, to get the clarity and confidence needed to make good solid decisions when the future seems full of uncertainty,
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It’s about at this time of year that many businesses want to develop or review their strategy. Here are some observations from the not-so-good strategic plan department that we have seen for you to reflect on in a hope that it might lift the game.
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As Drucker said, “Only three things happen naturally in an organization: Friction, Confusion and Underperformance. Everything else requires leadership!”
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