Simon Says: How will we agree to disagree?
We should always take frameworks and models with a healthy amount of skepticism. Just like a map is a gross simplification of the richness and complexity of the real world,
Simon Says: What They Don’t Teach You in Business School (But Should)
Over the last few weeks, we’ve been diving into the various layers of my strategic planning pyramid. So far, we’ve discussed the need for shared understanding and the power of
Simon says: Why a collective purpose is more useful than a vision statement
One of the most common mistakes when it comes to identifying collective purpose is that we confuse it with an organisation’s vision. Whereas an organisation’s vision is an ‘idealistic view
Simon Says: The foundation of any strategy is shared understanding
Last week, I shared my strategic planning model called The Strategic Planning Pyramid (the name is accurate, if not a little obvious). It has been developed through two decades of
Simon Says: When There Are Too Many ‘I’s in a Team
In last week’s post, I dove into the idea of the ‘Olympic Year’ and how we can use metaphor to gain deeper insights and uncover new opportunities. One of the
’Tis the season for reflection
For most of human history, we have understood that different seasons require us to have a different focus. Trees don’t bear fruit year-round, crops need to be planted in spring,
Is it time to rethink December?
The December Drift It’s easy to blame Christmas for a lack of focus in December. People are winding down, office parties are ramping up, and talk of holidays takes priority
STOP STOPPING. START COASTING.
Our personal energy is perhaps our most precious resource, and if we’re a leader in an organisation, the collective personal energy of our people is something that needs to be
Supported change beats directed change
One of the most powerful diagrams I have ever seen is also one of the simplest. It was shown to me when I was working as a Lean business improvement
