A manager who fixes a breakdown at 22:00 is a hero. The manager whose work prevented it six weeks earlier is almost invisible. Drawing on a coaching case with an Operations Director, this post shows what preventive leaders actually do, why organisations overlook them, and the routines a senior leader needs to put in place so prevention gets seen, rewarded and repeated.
When the board hands you a crisis with a fixed deadline and an impossible scope, a project plan will not save you. STEER helps program managers take control in 48 hours, separate major from minor issues, give each stakeholder the right cadence, and let real data improve the way of working every day.
Karin ran three plants and carried every number, yet controlled almost none of them. It is the most common trap in senior management: full accountability, borrowed authority. Here is why the gap opens as you rise, the mistake that deepens it, and how to close it without working yourself into the ground.
Executive power changes more than decisions. It changes what people are willing to say, what leaders are able to hear, and how easily confidence can turn into certainty. Strong executives do not just welcome dissent; they organise it, protect it and build boundaries around their own authority.
When leadership conversations become repetitive or defensive, the real problem may not be the content. This post explores how relationship and structure shape communication—and how leaders can use the three-layer communication model to create greater clarity, trust and more productive dialogue.
What leaders say and do is only the visible tip of the iceberg. This post explores the assumptions, emotions, values and beliefs beneath leadership behavior, and how coaching helps leaders turn deeper awareness into deliberate communication and lasting change.
Most leaders with ADHD aren't short on ability, they're working with a brain the role was never designed around. A look at the real challenges, the strengths hidden in the same wiring, and the development steps that turn a private struggle into a workable design.
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.
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.
A yes from Beijing and a yes from Amsterdam can come out of the same mouth in the same meeting and mean radically different things. A reference-grade walk through the four cross-cultural frameworks — Hofstede, GLOBE, WVS, Schwartz — and the two psychological theories underneath that explain why.









