Myth #1 The Illusion of Control

Myth #1 The Illusion of Control

Many leaders have this question: “If I am not controlling the situation, then what value am I adding to the organisation?” The answer is: More than you could possibly know. The good news is there is a logical reason why that answer is difficult to appreciate. And it...
Myth #2 Certainty

Myth #2 Certainty

We all need to feel safe and secure; security offers us a level of comfort. We may even perceive that we have certainty. But the reality is that we don’t. When we relentlessly seek certainty we’re not just missing out on opportunities, we’re also putting ourselves at...
Myth # 3 The Price of Trust

Myth # 3 The Price of Trust

“I’m Not Prepared To Trust Others Who Cannot Prove To Me That They Are Trustworthy First.” (Chapter 3) When you work in an organisation for several years, you become a specialist in your field. Over time you get to know how a segment of the organisation works, and you...
Myth # 4 Structure to Support Sponteneity

Myth # 4 Structure to Support Sponteneity

“I Work Better In A Spontaneous Manner As Structure Around Me Suppresses My Potential” (Chapter 4) Having worked with clients who pride themselves on having a culture based on spontaneity, where they actively resist any framework as this stifles their creativity, it...
Myth # 5 Complexity and Sophistication Bias

Myth # 5 Complexity and Sophistication Bias

“I Believe Complex Problems Require A Complex Solution” Sophistication Bias occurs when leaders cannot see the simplicity of an organisation, as they have difficulty visualising any meaningful advantage associated with this. To most leaders, an organisation needs to...