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McKinsey’s article, What CEO’s are reading provides real insight into issues facing today’s organisations. Leaders of some of the world’s biggest organizations share which books will keep them occupied in the weeks ahead. Whether you’re heading to a Northern-hemisphere beach or hunkering down for a Southern-hemisphere winter, take inspiration from this eclectic and inspiring mix of fiction a...

“Success” isn’t just having lots of money. Many people with lots of money have horribly unhappy and radically imbalanced lives. Success is continuously improving who you are, how you live, how you serve, and how you relate. So why won’t most people be successful? Why don’t most people evolve? The more evolved you become, the more focused you must be on those few things which matter most. Yet, as Jim Roh...

I took the helm of PepsiCo in 2006 and I feel so privileged and humbled for the role I’ve had the chance to play. I’ve faced many challenges over the years – as we all do – but with inspiration from family, friends, colleagues and other sources of wisdom, I’ve learned many lessons along the way. Though it would be impossible to name all the lessons I’ve learned, I’ve come up with seven critica...

“The ability to perform deep work is becoming increasingly rare at exactly the same time it is becoming increasingly valuable in our economy. As a consequence, the few who cultivate this skill, and then make it the core of their working life, will thrive.” -Cal Newport Deep work — top-tier results only able to be produced by long, uninterrupted periods of deep concentration — is increasingly rare in t...

Source: https://www.linkedin.com/pulse/leadership-12-lessons-from-navy-seals-pierre-yves-hittelet/ Forever on the lookout for the keys to leadership, the ability that some people have to guide others to reach their goals and be successful together, I was eager to share with you the 12 keys to leadership from the book « Extreme Ownership, how US Navy SEALs lead and win » by Jocko Willink and Leif Bab...

Conflict is fraught with misunderstanding. Managing it effectively takes concerted effort to slow things down and understand how others are seeing the conflict. One example of the confusion is illustrated by recent research by Dr. Gabrielle Adams from the London Business School and Harvard University. In her studies Dr. Adams found that people who feel attacked often miscalibrate their interpretations of the incide...