When we facilitate leadership and team effectiveness programs, two fundamental questions always arise: Why are we doing this work, and where are we going? These questions are the foundation of stable vision, which drives organisational and team effectiveness, enhances alignment, and boosts employee engagement. Developing leadership...
Moving from a technical role to leadership is a significant shift—one that requires a new set of skills and a fresh perspective. ...
In this blog, Craig Yeatman explores whether middle managers can craft inspirational visions, examines the psychological traits and states that may hinder them, and offers strategies to enhance middle management leadership outcomes....
In this blog, Craig Yeatman explores a story of failure, which provided him with a good lesson in strategy and organisation design. This may be useful for executives looking for help with strategic alignment and organisational design, and for design practitioners. This is a part...
If conventional wisdom says that every organisation needs a “vision”, and that “leadership” cannot exist without a vision, how does that tie up with the ten schools of strategic thought? Not so well, it turns out....
In a recent conversation with a team leader at a prominent South African logistics company, a familiar challenge emerged: despite providing feedback, guidance, and tools, her team seemed reluctant to take ownership of their work. "They constantly look to me for direction when what I...
We’re in the midst of co-designing a “leading in complexity” workshop. We are asking whether vision can emerge from the chaos of “unknown unknowns” and constant change. Can a coherent vision exist in a VUCA/BANI world? How do you think we can structure “the vision...
When leaders compromise employee safety, should they face immediate penalties, like athletes in high-contact sports? Dive into this thought-provoking article written by Craig Yeatman that draws parallels between sports and leadership, exploring the necessity of a “Safety Charter” for executives....
In a flash of the obvious, this week I came across research that moved my thinking on organisational strategy and design. For me, the linear progression from vision to strategy to structure had been a golden path. However – what I now realise is that...
“Design thinking is a waste of time”. “I don’t need my management team to co-design strategy, I know what needs to be done”. “There’s nothing wrong with our strategy, the problem is execution”. “I really need my management team to step up”. These are examples...
