The leadership culture is shaped every day. Read, why leading leadership should be assigned to the CEO and the leadership team – not just to HR. Most leadership teams lead the business skilfully. Fewer lead how leadership is practised in the organisation. Yet leadership culture is shaped every day – the only question is whether this happens consciously or by chance.

The leadership team meeting is reviewing progress on the use of AI. The tools have been acquired, the training sessions held, and adoption is already under way. The leadership team talks about hours saved, faster lead times, and how the need for expert resources appears to be decreasing. If you talk with an expert working in the same organisation, the picture may look different. They tell you they tried using AI for a report that usually takes them a couple of days to write.

When a poor working atmosphere is left unaddressed, it becomes chronic: even with a change of staff, the difficulty remains, as if soaked into the walls, and is always passed on to newcomers as well. For about a year, I walked alongside one work community. According to workplace climate surveys, this community had experienced difficulties and poor wellbeing for years, even though there had been an almost complete change of staff in recent years.

Do you sense, around you, that people are thinking – or even saying out loud: "Whatever." "Nothing changes here anyway." "There's no point saying anything." "I'm just here to work." When this kind of atmosphere starts to hang in the air, we easily interpret it as an attitude or motivation problem. Why don't people take more responsibility? Why is initiative lacking? Why does no one seem to take things on? But what if we're asking the wrong question?

Change leadership is almost always discussed from others' perspective: how a leader guides their organisation through change, how they communicate, build commitment, and ease resistance. Far less often do we ask what change does to the leader themselves. What happens when decisions have been made above them, the responsibility for implementation has been left to them, and their sense of self as a leader who is responsible for the decisions made, begins to waver?

When we talk about the leadership team's impact on the organisation, we tend to think only of decisions, strategy, or how these are communicated. But beyond these, something far more subtle and at the same time more powerful, is happening. How the leadership team operates, interacts, feels, and thinks mirrors through every level of the organisation. The mirroring happens through at least four mechanisms. It happens regardless of whether the impact was intended or desired by

Think for a moment about the qualities that have brought you to your current position. Decisiveness, expertise, the ability to solve problems quickly. Could it be that in leadership, these very super strengths become shadows – preventing your team from growing?

Research by Harvard Business Review reveals that 71% of leaders consider meetings unproductive and inefficient. And at the leadership team level, this is particularly critical: Professor Henning Bang of the University of Oslo has spent over 36 years studying management team effectiveness and found that 40% of leadership team meeting time is unproductive. That means nearly half of the most expensive meeting time in any organization is going to waste.

Organizational change is part of everyday business – yet only about a third of transformations truly succeed.What’s your experience, or your best guess, as to why that happens?

Discover the hidden dynamics behind resistance to change. This blog explores how unconscious loyalties and a sense of belonging shape organizational behavior—and how leaders can foster connection, trust, and growth to drive meaningful transformation.

Modern working life is in a constant state of change, where uncertainty and complexity challenge the functioning of organizations and the commitment and well-being of employees. This situation has undermined trust between leaders and teams and created an even greater need for authentic, meaningful connections. The desire to be seen, heard and understood has risen to the center of working life. In this situation, authentic leadership acts as a valuable counterforce and empower

Changes are always on the one hand unique, on the other hand they have the same legalities. Change, transformation, renewal is currently topical in almost every organization and thus also for our clients. We aim to provide our clients with a few frameworks and practical models to help them navigate the change. One of our favorite frameworks is The Three Levels of Change. A framework that we have felt has helped many of our clients structure their thinking and lead change more

The article talks about the effectiveness of narratives, about how our human species learns through stories. When the organization needs to renew itself, stories help clarify both the need for change and the vision for the future. According to our experience, this latter is sometimes the one that is lacking when it comes to managing change. It may be in our head or as a vision statement, but we forget to express it vividly. We are aware of the need to justify change and what