Optimiser or Satisficer?

Optimiser or Satisficer?

Are people satisficers or optimisers? It is an overlooked trait, albeit critical to determining how to effect successful change. We optimise sufficient decision-making! We adequately plan for extremes! We are flexible to rigid-commitment! We test our strategies! We maximise satisfactory benefits!

Always on the offensive or gaining value from a successful approach?

Always on the offensive or gaining value from a successful approach?

Micromanagers and struggling hierarchies choose enforcement as their preferred engagement method, failing to recognise any value in explaining and encouraging. Adaptative Leadership engages with people, explains and encourages — repeatedly. Despite always being the last resort, enforcement is consequently unnecessary. What is your leadership style: 

Flexibility transforms modern business

Flexibility transforms modern business

FlexJobs’ 2016 survey reveals only 7 percent of US workers say ‘they’re most productive in the office’ — 51 percent prefer working from home and 8 percent ‘would choose a coffee shop, coworking space, library, or other place besides the office’. Another 8 percent ‘would 

When swinging the lead is too heavy to bother

When swinging the lead is too heavy to bother

To swing the lead, according to the Longman Dictionary of Contemporary English, is ‘to avoid work by pretending to be ill‘. Having witnessed colleagues’ behaviour for over 30 years, I believe the lead often swings because people cannot be bothered travelling, or need an extra 

Stability follows progressive thinking

Stability follows progressive thinking

If progressive thinking is inevitable among COVID-19’s most visible consequences, will archaic behaviour, legacy practices and professional vanity fall victim to a rapid change in attitude? Teams emerge more successful with encouraging, motivating leaders. Adaptable, learning metrics expose harmful management-by-spreadsheet measurements. And every business goal