Some companies approach a new project like someone who has just bought running shoes and immediately entered a marathon. Others would prefer to inspect the route, review the weather forecast and form a committee before attempting a walk. In some, disagreement happens openly. In others, everyone agrees in the meeting, then discusses what they actually

A manager returns to work on Monday morning after two weeks of holiday, opens his laptop slightly earlier than usual and prepares himself for what is waiting. There should be something, preferably not a disaster, but at least a respectable collection of decisions that clearly could not have been made without him. Instead, he finds

June has a very different personality from January. January arrives full of energy, fresh calendars and ambitious plans. June arrives with open spreadsheets, crowded calendars and the growing suspicion that half the year disappeared while everyone was in another alignment meeting. If you remember, back in January we spent some time talking about pace. We

…And the cost of not asking them In the past months, many of the conversations with leadership teams have had a different kind of energy, more in motion than in reflection. Not necessarily more urgency, just noticeably less space to think things through. Decisions are expected faster, context changes more frequently, and there is simply

January has a strange personality. It arrives full of promise and expectations, fresh calendars, clean notebooks, and that quiet sense that now is the moment to get things right. We begin the year with energy, good intentions, and a certain optimism, sometimes realistic, sometimes ambitious, often a mix of both. There is momentum in the