leadership-organisations aligning-individual-and-organisational-values 
INSEAD Knowledge
JANUARY 3, 2024
Despite our best efforts to lead with empathy, authenticity and clarity, we often find ourselves slipping back into bad habits that can frustrate our teams and harm our organisations. The characteristics of good bosses is a subject of ongoing debate. For these bosses, displaying vulnerability is considered a sign of weakness.
INSEAD Knowledge
JANUARY 10, 2024
Both parties have boundaries (BATNAs in negotiation terms) – employees typically won’t take a job that offers less than they can get elsewhere and employers won’t offer more than the value they think the candidate can bring to the organisation.As A value that can often be hard to quantify. There are a number of reasons.
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INSEAD Knowledge
JANUARY 23, 2024
A key ingredient of leadership is the ability to build trust. Even worse, only 32 percent say they trust their organisation’s senior leaders. Until recently, the business world has discouraged individuals from showcasing their personal values in general, and their religious beliefs in particular.
Thinkers 50
OCTOBER 19, 2022
With economic headwinds and tech disruption an everyday reality, the best solution is to activate bold leadership that empowers talent to solve the biggest problems in the organization, calling out blind spots that leaders are blind to and making trust leaps into the future. A failure to reimagine is a failure of leadership.
Thinkers 50
APRIL 1, 2022
Improved ROI — DEI initiatives improve the quality of an organisation’s workforce and can be a catalyst for a better return on investment in human capital. It’s a place where people feel seen and valued for who they are, a place where they can show up and be their own unique, authentic selves. Inclusive Leadership.
INSEAD Knowledge
NOVEMBER 8, 2023
In essence, we exhibit what psychologist Robert Kegan refers to as a “socialised mind”, where we are unable to detach from the expectations of others or make decisions that align with our authentic selves. In the workplace, we are often in a semi-dependent state. If enough people join the throng, a guru is born, and danger awaits.
INSEAD Knowledge
JANUARY 28, 2024
Typical post-merger issues include differences in organisational culture and operational structures, insufficient network integration, and a tendency to prioritise cost savings over consumer experience. From my observations, it seems the key for successful mergers is a focus on leadership challenges. The telco sector is no exception.
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