When I work with managers developing their leadership skills, we usually talk a lot about how they make decisions. Complexity, non-linearity, and uncertainty shape a context, in which making decisions is certainly difficult. And yet, making decisions is only one side of the coin. The other side is persuasion, an art that every leader should …
Leaders need to deal with uncertainty. To make that, they aim to a desired future chosen among all the possibilities. A destiny strongly dependent on what the organization’s purpose is. Vision, the desired future, and purpose, the why, are present in every organization. But unless actions follow the words, it’s not a real purpose but …
Last week in Spain, we learnt that, during the worst of the COVID-19 crisis, the government of Madrid awarded a facemask-supplying contract to a relative of Madrid’s regional president. Last month, we knew that the UK prime minister attended a party during lockdown, breaching the rules set by his government in the pandemic. Here and …
People develop their ethics as a result of an accumulation of values transmitted by family, friends, culture, religion and experience; and ethics are what tells us ‘this is a right behaviour’ or ‘this is a wrong behaviour’. Generally speaking, we all have developed that sense of good or bad. Then, why do people, with values, …
What happens with some people who think the rules don’t apply to them?
Usually, they think their power and position drive away consequences and, therefore, the common rules don’t apply to them. This ‘do as I say, not as I do’ behaviour provokes lack of trust.
