Too often, ’Agile’ is treated as self-evidently good, intuitively understood, and universally applicable. Agile” has become the corporate equivalent of a Rorschach test: business leaders see what they want to see. For some, it is a promise of faster delivery; for others, an excuse for chaos. However, agile leadership is not about speed, nor is […]
Truths and myths about agile leadership Read More »
People who perform worst at a task are often the least accurate judges of how poorly they performed and may be the most certain they did well. This is known as the Dunning–Kruger effect. Confidence is sometimes treated as a shortcut for competence. The person who speaks first, speaks crisply, and sounds certain often becomes
Why do I sometimes get tricked? Read More »
You may have found yourself intensely frustrated with the way another colleague is behaving. It’s not that what they are saying is necessarily wrong, it’s just the way they are saying it or the lack of empathy with the situation. We sometimes encounter peers or team members who are brilliant analytically but struggle with emotional
Working with others can be painful Read More »
Dr Dominic Irvine I help leaders perform under pressure because I’ve studied it academically, lived it physically, and applied it organisationally. 1: The “Judge’s Lunch” (Decision Fatigue) The Fact: A famous study of parole judges showed that early in the morning, they granted parole 65% of the time. Just before lunch, that rate dropped to
10 Epiphanies on the feast of the Epiphany Read More »
The capacity to anticipate change or ‘strategic foresight’ separates those leading the way from those playing catch up. Foresight isn’t just crunching numbers or analyzing trends; it’s essentially the brain’s ability to “pre-experience” the future. At its core, strategic foresight is the ability to envision possible futures and plan accordingly. Traditionally, companies approached this with
