Authority buys you access to everything except the truth. The more senior you become, the more information reaches you and the more it is edited on the way. Here is why leaders stop hearing candor, and a practical playbook for building it back.
Almost every manager has that one person — every molehill a mountain, every meeting hijacked. Labelling them a "drama queen" puts you in the passenger seat. This is the practical playbook I walk managers through: stop funding the drama, redirect to ownership, and lead with a steady hand.
Blame that circles the table, a colleague who "can't," a manager who fixes everything and resents it — the Drama Triangle rarely looks like a crisis, but it stalls decisions and drains your best people. Here's how leaders spot it, step into the Winner's Triangle, and take the wheel.
Why do some teams remain effective under sustained pressure while others gradually become overwhelmed? This article introduces six collective capabilities that help teams recognise pressure early, redistribute responsibility, adapt priorities and learn from demanding periods, without replacing individual accountability.
Stress is often treated as an individual problem. But in real organizations, teams can either amplify pressure or become a powerful source of resilience. This article explores five common team stressors, the difference between personal and team coping, and how a Team Stress Profile can help teams prevent stress from becoming a private burden.
An effective Obeya room is more than a collection of dashboards and performance indicators. Discover how clear purpose, management routines, ownership and leadership discipline turn visual management into a system for better decisions and sustained improvement.
A clear, deeper introduction to transactional analysis: where Eric Berne's Parent, Adult, Child model comes from, the psychology of why we shift between stances, how it connects to Kahneman, Rogers, and psychological safety, and how to apply it in everyday leadership.
Every leader knows the day that vanishes into ad-hoc fires. The real cost isn't lost hours, it's a hijacked stance. A transactional analysis lens on staying strategic, developing people, and managing up when everything is urgent.
Efficiency makes an operation look strong. Reliability under the unexpected asks for almost the opposite. Karl Weick's five principles of high-reliability organizations — and what they looked like on a real hub floor.
Your team won't take ownership. The same crisis keeps returning. You replaced the problem person and nothing changed. These aren't character flaws — they're the shape of the system you're standing inside. Drawing on three decades in the leadership chair, Jan Salomons on why so much competence produces so little change, and where the shift actually begins.