by DavidFraser | Jan 30, 2017 | Leadership, Organizational Development, Organizational Learning, Relationship Skills
Does delegation mostly go up or down your organisation? Seriously. The art of effective delegation is perhaps the poor relation of management and leadership practice—not very exciting to study—but nevertheless very important. So often, I meet leaders or even whole...
by DavidFraser | Mar 20, 2015 | Change, Leadership, Organizational Learning, Systems
The short answer is ego. Organisations, teams, and individuals (including ourselves) have a habit of claiming to operate according to a set of theories that apply to our work. With the best of intentions, we set out to do our business based on a set of assumptions we...
by DavidFraser | Dec 22, 2014 | Business, Communication, Leadership, Organizational Development, Organizational Learning, Personal Mastery, Relationship Skills
There’s no such thing as the right question, of course, but some enquiries contribute more to moving things on than others. It’s worth thinking about… What’s your intention when you ask a question – helping things along in the direction...
by DavidFraser | Nov 17, 2014 | Business, Collaboration, Communication, Inspiration, Leadership, Organizational Learning, People Magic, Personal Mastery, Relationship Skills
… unless you’re sure you’ve provided effective leadership. If you’re looking for the people who work for you to be self-motivated and highly productive, you can’t sensibly begin to assess whether they are or not, unless or until you’re sure you’ve provided good...
by DavidFraser | Nov 12, 2013 | Leadership, Organizational Learning, Relationship Skills
We all have assumptions—beliefs about the world. We hold them pretty tight usually. We act in accordance with these beliefs, often rather unaware we’re doing so. Indeed, they tend to become part of who we are. The result is our sense of identity gets tied up with our...
by DavidFraser | Jun 17, 2013 | Change, Leadership, Organizational Learning, Systems
I hadn’t thought of it quite like this before… We’re used to the idea that bigger organisations tend to have more inertia than smaller ones. All other things being equal, it’s harder to turn a supertanker than a speedboat. The thing is, there...
