We are all familiar with it—the feeling of having sat through yet another meeting without purpose or meaning, where little was said and even less decided. We leave the room (or the Teams link) thinking: “This meeting could have been an email.” Yet, we continue to do it. Why? And how can we, as leaders, regain control over our time and create a meeting culture that actually drives our organization...
Brand building is not limited to logos and advertising campaigns. The strongest organizations are those that truly live their values—not just externally in marketing but internally in their culture, decisions, and actions. If our values exist only on paper in a strategy document, both employees and customers will quickly see through them. When we talk about “living the brand,” it means that our...
We may not always like to admit it, but sales are a fundamental part of everything we do in the workplace. Whether we work in product development, HR, project management, or customer service, we are selling—ideas, solutions, concepts, and, not least, ourselves. Yet, many people draw a distinction between «those who sell» and «those who don’t.» This is a misconception that we, as leaders, must...
Some leaders believe that having all the answers is the very definition of good leadership. They are decision-makers, problem-solvers, experts. But what happens when the leader always has the answer? Often, the opposite of what you want. Employees become passive, dependent, and show little initiative. Coaching-style leaders turn this on its head. Instead of providing solutions, we ask questions...
There is a tendency in organizations to associate quality with rigidity—the more control, the better the outcome. But experience tells us otherwise. When detailed reporting steals time from value creation, when internal communication must follow unnecessarily strict formats, or when approval processes drag on, we lose focus on what truly matters. Instead of leading people toward goals, we become...
Humanistic leadership is a leadership philosophy that places people at the core of all organizational activity. By building on values such as respect, empathy, personal development, and purpose, this approach offers an ethical and sustainable path to long-term progress. Humanistic leadership is not just about what we do as leaders but also how and why we do it. It invites us to reflect on our...
Autonomy is a fundamental psychological driver that gives us the freedom to choose, act, and take ownership of our decisions. In the book Why We Do What We Do by Edward Deci and Richard Flaste, the authors explore how autonomy contributes to motivation, engagement, and long-term performance. As leaders, we have a unique opportunity—and responsibility—to create environments where our employees can...
Critical thinking is essential for leaders who wish to navigate complex challenges. It’s not just about being analytical or logical but about seeing the bigger picture, asking the right questions, and understanding the implications of our decisions, both in the short and long term. Critical thinking involves the ability to evaluate information objectively, analyze different perspectives, and make...
Technology is advancing faster than ever, and the workplace is characterized by continuous change. Yet, one thing remains constant: people’s fundamental need to be seen, heard, and valued. This is as true in the workplace as anywhere else. As leaders, our job is not just to focus on strategies, goals, and results but also on the people who actually deliver those results. When we genuinely...
Strategic documents should serve as a guiding star for the organization—a clear roadmap that aligns everyone towards the same direction. However, too often we see strategy plans written in unnecessarily complex language, making them inaccessible and impractical for employees. Why does this happen? And what can we, as leaders, do to ensure our strategies are not only understood but also...