When faced with the decision to pursue personal growth and development, as a CEO, you wield immense influence over the experiences and prospects of your employees. This piece delves into the profound effects – both beneficial and detrimental – of the choice to engage in coaching. “It’s been a challenging year, and the forecast looks uncertain,”

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Let me outline my master plan for helping already extraordinary leaders with their “moonshots”. As you may know, I’m on a mission to help the world’s leading CEOs and entrepreneurs multiply their impact and legacy way beyond what they believe is possible. This is about taking your success to a level that might seem unimaginable right

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We’ve all heard the age-old advice that you should invest in yourself, but do we? From time to time I find someone who’s not achieving their potential because they’re waiting for their company to foot the bill for their personal or professional development, or they’re simply held back by fear. If this is you, I want

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As a CEO or entrepreneur, you may often find yourself ensnared in a labyrinth of complexity. Managing various stakeholders, juggling an array of projects, seizing opportunities, resolving issues – it feels like being drawn and quartered. However, I propose that the real game-changers often reside in the shadows of the unexplored, the elements that don’t

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In June 2023, my Rivendell group of world-class CEOs and entrepreneurs reconvened in beautiful Chantilly, just north of Paris, for a CEO retreat that mixes deep personal/leadership development and strategic/exponential thinking. It’s a big investment for these leaders. I mean: two full days out of their business… just to swan around a luxury hotel and its

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You know you want to pursue more than financial goals when…There comes a point in your career when you realise financial success alone isn’t going to satisfy. As an entrepreneur or CEO, this can create a dilemma: you’re at the top of the organisation and now you realise you want to be playing a different game! In

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There’s a battle being fought in corner offices worldwide, an unseen enemy taking its toll on CEOs everywhere. It’s the crippling sense of isolation – the loneliness that comes with leadership. But why accept this as an occupational hazard when you can, in fact, turn the tide? Elon Musk, CEO of Tesla and SpaceX, once tweeted:

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As leaders, we often find ourselves bridging gaps in our teams – assuming tasks they should be handling, pondering over issues they should be addressing. And in doing so, we deviate from our primary responsibilities. It’s frustrating when it feels like everyone is performing below their potential. So, if I aspire to stretch the abilities of

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“I can see the benefits, but don’t really have time for coaching right now,” said Diana, a CEO I’ve known for some time. “But it’s crazy-busy this month… let’s come back to it in a quarter.”  You can probably guess how the story ended… or, rather, didn’t end. We checked back in a quarter later. Unsurprisingly, it was

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Are you grappling with underperforming team members? If you’re shouldering tasks that your team should be taking on, tolerating a leader who’s not delivering, or patiently waiting for team members to up their game, then let’s face it, you’re facing a genuine challenge. It’s a performance drain, a time-sucker and an obstacle on the road

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Received wisdom states that to proceed in life and business, we need to set objectives and work towards them. This prevalent mindset starts from our earliest days, where we are encouraged to set ourselves objectives in school, such as achieving A grades, and set to work pursuing them. It’s the same in business, where goal setting is

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Exponential leadership is my obsession. In fact, I’m on a mission to help the world’s top leaders create and seize breakthrough opportunities that transform themselves, their businesses and, ultimately, change the world. This shift from incremental to exponential is why I wrote Making TIME For Strategy. And it’s why I was delighted to receive an advance copy of

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“I want to continue to make an impact. But I don’t want the next phase of my life to take a toll on my health more than the last phase did. And I want to actually have time with my family…” I was speaking with Sam. A former CEO, he was at a turning point

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You’re already an accomplished executive. What’s next for you? In the first article in this mini-series, we looked at the three leadership games and saw how each game is an order-of-magnitude more impactful than the previous:And in the previous article, we acknowledged that people find it hard to shift leadership games, because it requires a very different

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Most people have no idea how to 10X their impact because they’re already doing the best they feel they can. They can’t work significantly harder — there aren’t enough hours in the day — and they don’t have the option to dramatically increase budget or headcount. In a previous article, I suggested a different approach. To 10X

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“I’m nailing this role – I don’t have anything I really need to work on.”A client said this to me recently. Now, I love hearing clients say this, because it means we get to really hit the accelerator and open up new possibilities. And as I expected, when we dug in, it turned out she was

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If your team isn’t fully engaged and fully owning the projects and areas of responsibility they’ve been assigned, then you’re leaving a lot of value on the table. Progress will be slow. Results will be mediocre. You’ll be repeatedly sucked back into low-level issues to compensate. The good news is that as a leader you can shape a better

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In the previous article in this brief series on ownership, I explained that as leaders we have the responsibility to create an ownership environment for others and that everybody has a responsibility to generate an ownership stance for themselves. Today we’re going to look at what taking an ownership stance really means. The way I see it, an ownership

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In the previous article in this mini series on creating an ownership culture comment we first explored the leadership choice that is available in any situation:We can either take the path of victimhood entitlement and avoidance orWe can take the path of leadership, ownership and actionWhat this means for us as leaders is that we can’t blame

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“The problem I have is that my team isn’t taking enough ownership.” It’s a comment I hear a lot from senior leaders. My response is, “well, how are you taking ownership for that situation?” That generally leads us into a discussion of the leadership choice and an exploration of what levers are available to a leader who wants to draw

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