Harold Jarche has written a good succinct post on the shift managers have to make from hierarchy to network. It makes lots of sense to me, and it’s a challenge I’m seeing lots of organisations wrestle with. Harold challenges the “learning delivery” model, which is something I often run up against. It’s quite a culture shift and it’s happening to organisations whether they like it or not.
A funny game illustrates what we may be missing in many of our meetings
Managing anxiety is a familiar challenge for facilitators.
Managing in a world of uncertainty where people don’t live up to their stated values
I shot this in a single eight-minute take, which is in the spirit of an experience of Ralf Wetzel’s workshop, Leading from the Clown. Clown training is probably the deepest and most challenging work I’ve done. Enjoy.
A casual conversation in a pub makes me pay attention to thinking being embodied
Creating eye contact despite the limits of Zoom and Teams
The power of small gestures and noticing
Exploring the inner dialogue of facilitation
Getting away from grandiosity or solemnity. small p presence is about being open to the life around us
Facilitation is often about small, subtle acts of noticing and experimenting
Tomas Chamorro-Premuzic suggests why we end up with incompetent leaders making a point about a bias towards men in the process: In my view, the main reason for the uneven management
Roger Martin has started a series of posts arguing that bosses of big organisations are increasingly disconnected from reality: I want to explore the growing malaise around business in particular
Sig contrasts three schools of marketing – The MBA, The Circus Act and The Conversation, and comes down in favour of an Interactive Circus Act. You’ll find me sitting next
Hugh at Gaping Void is on good form and gets me going on brands as places not things.
