As 2025 approaches, the pressure to deliver measurable results is real—but at what cost to your team’s morale and long-term health? Craig Yeatman shares how South African organisations can blend hard objectives with softer, developmental goals to achieve sustainable success....
Fear plays a significant role in shaping leadership styles. Understanding how fear influences leaders—and how leaders can grow by working with these fears—can lead to healthier, more resilient teams...
Is your organisation’s strategy more deliberate or emergent? How does this impact leadership, structure, and team dynamics? Understanding your approach has significant implications for organisational design....
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...
Transitioning from being a technical expert to a leadership role can feel like stepping into a whole new world. Suddenly, you might find yourself excluded from the WhatsApp group where your team used to vent or share jokes. ...
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....
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...
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...
