When we actually examine nature, the picture shifts dramatically. The jungle is not a relentless battlefield; it's a bustling network of cooperation, symbiosis, and even altruism. Think of the algae living inside coral, the tireless partnership between bees and flowers, or the essential moss clinging to a tree. An astonishing 80% of all land plants owe their existence to symbiotic relationships with fungi. Nature's dominant mechanism for success isn't conflict; it's partnership.
​
We see this close to ourselves too - very close. Consider your own body. It’s an ecosystem of organs - lungs, liver, heart, and gut - all working autonomously yet harmoniously as part of the decentralised Autonomous Nervous System. They are intricately linked, for example, producing oxygen and transporting it to the brain. In this incredible, complex organism, cooperation is the overwhelmingly predominant form of interaction.

Historically, this holds true for our species, too. Our Stone Age ancestors weren't just lone hunters seeking power. They were primarily gatherers. Survival didn't depend on conflict and power; it depended on strong communities and exchange across tribes. They thrived because they collaborated.

Moving from Empires towards Ecosystems
Let’s translate these natural laws to the modern business landscape. Every company is an internal ecosystem, and simultaneously, it is embedded within a wider external one. Lasting success emerges when we realise that enhancing ourselves requires us to enhance the others in our network.

A recent experience in a post-acquisition strategy workshop highlighted this perfectly. Initially, the leadership teams, both full of strong egos, started by trying to assert their individual strength. Then, as they shifted their energy towards their collective two-year goals, the dynamic changed completely. They quickly realised achieving their vision was only possible if they collaborated, viewed each other as equals, and focused on the collective impact for the new enterprise.

When we focus narrowly on our own win, seeking power by rising above others, the result is a short-term gain that inevitably destroys the foundation for future success. This is the short-term self-focus mindset. It creates friction and wastes energy.

When we expand our view to create a win for everyone in our ecosystem - when we aim to generate a positive impact for the organisation and for the people within it - we don't just create a platform for lasting success. We also generate irresistible momentum, speed, and quality. This is the impact-focus mindset.

This simple shift in perspective - from dominance to dialogue, from power to partnership - is how we genuinely create people-first work cultures. Work environments that are resilient, dynamic, and deeply successful. Let's redirect our energy away from the draining conflict of power struggles and toward the meaningful potential of cooperation.

The greatest challenge bureaucracy presents is its capacity to devour responsibility and stop productivity and innovation dead in its tracks.

I recall two specific instances at companies I intensively interacted with. Both organisations, aiming to professionalise a previously chaotic product development process, introduced a sophisticated stage gate system. The intentions were good: bring structure and rigour. The result, however, was disastrous. Teams had to gather vast amounts of data, and a committee - the embodiment of hierarchy - reviewed every single idea. The scrutiny and the huge burden just to secure resources to explore a new idea led to widespread frustration. Innovation effectively ground to a halt. When people are treated as cogs in a machine, accountable to a distant committee rather than the outcome itself, ownership vanishes. The process becomes the goal; though, we need to focus on the results.

This principle also applies to daily operational tasks. Employees strive to be productive, focusing their energy on delivering results and value, always with an eye on what is best for the organisation. Yet, they are frequently obstructed by corporate structures that seem to be detached and act as an enemy. Approval processes for expenses, budgets, and leave are overly stringent. Performance management systems feel disconnected from the actual work. Both contribute significantly to deep frustration. This level of frustration is now leading people to simply quit, as they feel they can no longer endure the barriers.

We can see the direct link: bureaucracy breeds hierarchy, and hierarchy suppresses autonomy. And this leads to frustration and kills productivity and innovation.


The Alternative: A Culture of Trial, Learning, and Trust
If bureaucracy is the killer, what is the antidote? We need to soften bureaucracy and decentralise processes, which demands a stronger culture built on alignment, trust, and accountability.

As research confirms, less hierarchy correlates directly with a stronger culture. Autonomy leads to higher productivity and innovation because it nurtures stronger ownership and accountability from individuals and teams.

This is achieved by shifting our cultural focus:

• Embrace Trial and Learning: Errors are human. Instead of demanding flawless data collection upfront or assigning blame when things go awry, we better focus on understanding what led to the issues, not just what went wrong. Instead, when results are disappointing our expectations, this must trigger a learning process.
• Cultivate Connectedness: Relationships must be built on trust and a sense of belonging, aligning everyone in the same direction. When there is high connection, less oversight is needed. We allow experimentation because we trust our people to be accountable and to learn from the inevitable setbacks.

To get there, organisations must deliberately reduce reliance on bureaucratic oversight and instead invest in creating a people-first work culture where accountability stems from genuine ownership and a shared direction, not compliance with exhaustive checklists.

How have you experienced that a great work culture can change from hierarchy and bureaucracy to ownership and autonomy?

​You’re squeezed, aren’t you? On one side, the headquarters is demanding compliance, results, and immediate action, often without providing the necessary headcount or resources. On the other, your local teams are pushing back. They don't lack motivation, but they certainly lack clarity. When you communicate the strategy, what often comes across is a set of demanding financial metrics with a confusing structure underneath. Your team rightly asks: "But how does this change what I do every day?"

This pressure cooker environment leads to a common, yet exhausting, pattern: you, the MD, end up spending valuable bandwidth trying to fill the 'holes' left by the Global Strategy. You become the sole architect trying to design the local implementation plan and rally the troops, often in isolation. It feels overwhelming. It feels lonely.

But here’s the truth we’ve discussed with MDs across the region: Defining the strategy is now the simple part; execution is where the real work - and the real success - lies. A strategy is nothing if it doesn't profoundly change the way we conduct our daily business. And you certainly don't have to go through this journey alone.

To truly enable your business for both short-term impact and long-term adaptability, we need to shift the focus from merely receiving the strategy to executing it collaboratively:

• Engage the Team: Bring your leadership team (and key people beyond) in early. Don't just delegate the financial targets; co-create the local translation of the strategy.
• Define the 'Tracks': Expand the strategy beyond 'the value we create for our customers' (the train) to 'how we achieve it' (the tracks). This means embedding new ways-of-working principles that ensure smooth and fast delivery.
• Build a Connected Leadership Team: High alignment and effective collaboration in your top team are the foundations of successful execution. This is based on trust, a sense of belonging, and the compassion that creates a people-first work culture.

The most potent tool you have to move past the squeeze is your team. Are they ready for the challenge? Do they have the right culture, energy, and bonds to translate a global concept into local success?

It’s time to find out. Let’s start with an assessment of your work culture - your team effectiveness and collective energy level. Understanding your starting line is the first step to making execution not only smoother but genuinely enjoyable.

For me, inclusion is the magic ingredient that brings this colourful tapestry to life. It's woven with threads of respect, openness, transparency, compassion, and self-awareness.

Two behaviours that I believe are essential for fostering inclusion are:

• Curiosity - the ability to listen deeply to what others want to share, and to support them in expressing their thoughts and making themselves understood.
• Courage - the heart to share one's own thoughts, wishes, ideas, and opinions, so that others can understand what we have in mind.

When we practice these behaviours, we create an environment fertile for collaboration, synergy and kindness. Inclusion is the foundation for creativity and innovation; and when we embrace it, we not only unlock our full potential, we also nurture a strong sense of belonging.

Think about it. When life is perfectly stable and certain, it’s comfortable, sure. You know exactly what's on the schedule for tomorrow, next week, maybe even next year. That predictability gives you a clear, straight-line direction. But, ironically, that same clear direction can also box you in. You get stuck. Your path is so well-defined that there’s very little room - or excuse - to pivot, adjust, or dream up something new.

When life throws a curveball and uncertainty floods in, that clear direction dissolves. Suddenly, the ties that bound you to the 'stable' path are loose. This is the moment when you get a glorious, new freedom to shape things differently. You’re not just trying to fit back into the old mould; you can literally escape and try that new thing you’ve been putting off. Doesn't that sound... lighter?

And here’s where we can take this idea even further. What if the stress isn't even coming from the uncertainty itself?

When the world constantly talks about uncertainty, it raises a silent expectation in us: You must be resilient. You must be adaptable. You must conquer this uncertainty.

That pressure - the pressure to perform against uncertainty - might be the real source of our stress.

So, let's try a little experiment. What if we look at uncertainty as simply what it is? Uncertainty. Not a problem to be solved, not a mountain to be climbed, and not a personal failure to be corrected.

Imagine your workday starts, and you know it’s going to be unpredictable. Instead of stressing about how to react or how to be resilient, just acknowledge it. "Okay, the day is uncertain. That’s fine." Let that thought go, and just move through your day. No overthinking, no heavy expectations about overcoming a perceived enemy. The day will unfold, and chances are, it will pan out well enough.

When we can let go of the pressure to fight uncertainty, it hands us two beautiful gifts of freedom:

• The possibility to uncover something new - that chance to pivot and shape a better path.
• The freedom to let go of uncertainty as a stress factor - simply accepting the unknown without the weight of expectation.

So, next time the 'uncertainty' alarm bells go off, try flipping the script. Stop seeing it as a threat and start seeing it as your next opportunity for lightness and freedom. You might find you feel a lot less stressed and a lot more excited about what comes next.

Here are six essential truths distilled from their collective wisdom - thoughts I hope will resonate and challenge how you lead your own organisation:

1. The Bedrock of Trust: Are You Truly Connected?
The view from the top can be lonely. This isolation is dangerous. Your first job is to dismantle it by constructing a top leadership team where mutual trust is the air they breathe. This goes beyond mere agreement; it involves intentionally weaving connections between those organisational silos. Ask yourself: Are your leaders operating as a cohesive unit, or disparate, self-interested departments?

2. The North Star: Is Everyone Rowing in the Same Direction?
Clear, unified, and shared direction! It sounds simple, yet it's often the first casualty of complexity. The accountability for this clarity ultimately rests with you. If this responsibility isn't met, even the most talented teams will lose their way. What is your organisation’s non-negotiable purpose, and can every single person articulate it?

3. Empowerment: When Did You Last Ask a Question, Not Give an Answer?
A truly effective GM knows when to step back from the operational controls. The shift is radical: moving from control to cultivating self-accountability within your teams. Instead of offering a prescriptive solution, try asking a powerful reflection question. Encourage ownership and autonomous problem-solving at every level. This is how you scale your impact.

4. The Clock: Impatience for Action, Patience for Results
It's natural to crave quick wins. High-level leadership, however, requires conquering that inclination. Direct your energy towards the right actions; the inputs that genuinely drive long-term, sustainable value. Leaders must be disciplined in focusing their influence only on what is truly within their sphere of control. Are you prioritising strategic inputs over chasing immediate, superficial outputs?

5. Staying Sharp: The Perpetual Learner
The complexity of the global business landscape is only increasing. Stagnation in leadership is a constraint on your entire organisation’s potential for innovation and adaptability. You must remain intensely curious and embrace continuous learning. When was the last time you got inspired by the frontline people in your organisation?

6. The Space You Create: Is Your Culture Built on Kindness?
Effective leadership is defined by the psychological space it provides. It means nurturing a leadership culture rooted in transparency, genuine kindness, and authenticity. You are consciously designing the right environment for every team member to achieve maximum effectiveness. Is your workplace a space where people thrive, or one where they simply survive?


The New Mandate: Architect and Custodian
These six truths highlight the profound shift in the general management mindset:

• You are the Chief Architect, not the Chief Operator. Your job is to orchestrate collaboration across functions, ensuring harmony, built upon trust and empowerment.
• Your Presence is Your Power. Leadership means creating the right space for people to be effective. This demands that you are fully present, focused on strategic actions, not lost in the weeds of detail.
• You are the Custodian of Culture. Your top leadership team are the stewards of a People First Work Culture. This culture is the fertile ground where continuous learning and sustainable results take root.

Transitioning to General Management isn't just a promotion; it is a profound journey from 'doer' to 'enabler.' It requires a complete change in perspective where your primary output becomes a high-functioning, trusting, and purpose-driven organisation itself. It’s time to truly let go.


​Sources:

• ​​Candor, focus, and reflection: Leadership lessons from 6 global CEOs, IMD, December 2025.
• From Functional Expert to Cross-Functional Glue: A General Management Mindset Shift, Hive17 Thoughts, December 2025
  

Shifting from Compliance to Inquiry
Organisations that transform into 'Inquiry Incubators' will be able to counter the paralysis caused by modern anxiety. This ‘incubator’ is a work environment where the default setting switches from 'wait for instructions' to 'what if we try this?' The foundation of this shift is psychological safety: the non-negotiable belief that an employee will not be penalised or humiliated for speaking up, proposing an untested idea, or admitting a mistake.

In an Inquiry Incubator:

• Questioning the status quo is viewed as essential for innovation, not as defiance.
• Leaders model behaviour by asking 'How might we achieve this?' rather than dictating 'Here is exactly how you must do it.'
• Structured time is allocated for genuine experimentation, reframing low-stakes failure as 'data collection' and crucial learning steps.

This culture empowers employees, turning them from mere executors into active problem-solvers. It instils a sense of intellectual ownership that is vital for long-term engagement.

The Power of Earned Pride: Making Success Visible
Establishing a safe space for inquiry is only the first step. To sustain the cycle of growth, we must activate a powerful, internal mechanism for motivation: self-praise and peer acknowledgement.

When an individual successfully experiments, pursues a challenging line of inquiry, or shows courageous ownership over a difficult problem, the psychological reward should not be reliant solely on formal, delayed feedback from management. We must encourage a culture where people recognise and celebrate their own 'small wins' - a form of 'earned pride'.

This practice of self-praise is crucial because of these benefits:

• Reinforcement: It connects effort and risk-taking directly to a positive outcome.
• Ownership: Internalising and vocalising success solidifies an employee's sense of ownership over the process and the result.
• Resilience: Continuous, internal validation provides the stamina needed to overcome setbacks inherent in genuine discovery.

By celebrating their achievements, employees solidify their commitment and build the resilience required to operate effectively in uncertainty.

The Leadership Paradigm Shift
When employees are truly empowered to discover, experiment, and inquire, the relationship between work and anxiety fundamentally changes. The fear of external factors - such as automation or economic downturns - diminishes because individuals feel they are actively shaping their own relevance and the company’s future. Instead of feeling like helpless spectators, they become engaged architects.

The true role of leadership is to facilitate this transformation. This requires a profound re-evaluation of the leader’s objective and role. The core goal must shift from demanding mere operational compliance to jointly pursuing continuous learning and improving client value creation. Financial success is then correctly understood as a positive, yet indirect, outcome of this relentless focus on learning and value.

This shift mandates a transformative mindset for senior leaders:

1. Relieve the Expert Pressure: Leaders must operate from a belief that their teams already possess the essential knowledge and capability needed to succeed. They do not need to be the ultimate expert in every room.
2. Redirect Energy: The leader's energy must be redirected away from their own past experience toward shaping shared impact - a process of co-creation that leverages collective intelligence.
3. Create the Space: Leaders become the chief architects of an environment where the expertise, curiosity, and ambitions of the entire team can truly thrive. This means stepping into the background and simply being present, asking the right constructive questions, and providing the resources for people’s endeavours.

By championing a culture of inquiry and self-praise, leaders create a self-sustaining cycle of ownership and growth. They move beyond managing anxiety to building resilient, innovative organisations ready to face the complexities of the modern world.

Beyond the P&L: Unearthing Your Team's Core Purpose
It’s often assumed that the purpose of any management team is purely financial: hit the numbers. And as a result, the management team often feels like a collection of individual performers. While generating profit and driving growth are non-negotiable outcomes, I’ve found that true, sustained performance comes when a team aligns around a shared accountability that goes deeper than the balance sheet.

For the Sika Vietnam team, the initial answers were predictable: "Leading the business," "Check and balance," "Goal attainment." But as we pressed on, the discussion opened up to reveal a richer, more human purpose. They realised their existence was fundamentally about:

• Translating strategies into unified execution across a complex, cross-functional landscape.
• Building internal cohesion by ensuring team members truly compliment each other and cooperate for harmony.
• Creating a foundation for long-term success through personal development, career security, and maintaining a positive working environment.
• Delivering specialised technical solutions and ensuring customers receive optimal Total Cost of Ownership (TCO).

This collective purpose highlights that your management team exists to create value both externally (for the market) and internally (for your people).

The Power of Coordinated Effort
My personal story from that day? I watched one senior leader, initially focused solely on quarterly results, visibly relax as the conversation shifted to internal processes. He confessed that simplifying cross-departmental collaboration and improving staff well-being felt like intractable "internal noise." Yet, when framed as a core part of the team's purpose - solving operational efficiency problems that inhibit execution - the noise transformed into a solvable strategic challenge.

The critical insight here is that no single department holds the key to the company’s ultimate success. Sales, Operations, Finance, and HR - all functions carry equal importance in the ecosystem. Success is delivered through the smooth alignment between these functions, and your management team is collectively accountable for this essential coordination.

Your Cohesion Inhibitors
The Sika Vietnam experience offers a sharp lesson: operational efficiency and internal cohesion are often the biggest silent inhibitors of strategic success. A management team's purpose isn't just about what you achieve externally, but how effectively you function within the internal ecosystem.

If your team is struggling, look beneath the surface. Are they bogged down by complex, cross-departmental processes? Is stress high? Is collaboration strained? These "administrative problems" are not distractions from the business; they are the very problems your management team exists to solve, enabling them to lead in one aligned business direction.

A Continuous Journey
Defining your raison d’être is not a one-off corporate retreat exercise; it is the continuous process of maturing from a group of individuals into a team with shared accountability. The result is not just superior performance and growth, but, crucially, a far more enjoyable and cohesive journey for everyone involved.

To keep this journey active, consider implementing practical activities to regularly review your management team's way of working:

• Regular Collaboration Reviews: Dedicate time in monthly meetings to openly discuss which cross-functional processes are causing friction and define clear goals for improvement.
• 'Know Your Colleague' Sessions: Integrate short, informal activities to help management team members better understand each other's functional challenges and personal styles.
• Tracking for Way-of-Working Goals: Define and track specific, measurable goals related to internal collaboration, stress levels, or process efficiency, treating them with the same rigour as financial targets.

Ask your team today: Why do we exist as a team? The answer, coupled with a commitment to internal alignment, might just unlock your next level of success.

Beyond 'Servant Leadership': Evolving the Model
The idea of supportive leadership has been evolving. While concepts like 'servant leadership' laid important groundwork, the People-First model transforms this into a modern context, focusing explicitly on practical behaviours that create high levels of trust, psychological safety, and collective purpose. Key hallmarks of a People-First leader include active listening, radical transparency, impact-focused behaviour, and active empowerment.

This shift is crucial for addressing declining workplace well-being (as noted by Gallup) and meeting the demands of modern employees who increasingly seek mentorship, authenticity, and a true sense of belonging (Insperity). When people feel valued and connected, their well-being and engagement flourish, reversing negative trends.

The Role of the People-First General Manager
The People-First approach redefines the modern General Manager, shifting their role from a director of tasks to a strategic enabler of human potential. Their primary function becomes facilitating success, not dictating it. Ultimately, a People-First GM focuses on two core responsibilities.

First, the People-First GM is responsible for uniting the company behind a shared purpose. This goes beyond simply issuing a mission statement; it requires constantly communicating how every individual's role contributes to the greater organisational goal. They translate the 'why' into daily action, ensuring the purpose is authentic and resonates deeply with the team. They are also role models, guiding others through their work methods, displayed values, and observed behaviours.

Second, the GM must actively provide resources, support, and remove roadblocks. This involves ensuring teams possess the necessary tools, training, and emotional capacity to succeed. It means moving away from micromanagement and towards building systems that support self-accountability and autonomy. When a team member faces a challenge, the People-First GM’s instinct is to ask, "How can I help?" rather than, "Why isn't this finished?" The GM acts as a connector, bringing different teams together and resolving internal friction. They are effectively clearing the path to enable speed and effectiveness.


A Real-World Shift: Steve Shedding the Paternalistic Founder Persona
For many long-term leaders, this transformation requires a fundamental shift in mindset. Consider the story of Steve, founder and CEO of a Malaysia-based company. After successfully building his company over two decades, he recognised the need to step back and prepare the next generation of leaders. Initially, letting go was difficult. His paternalistic style - where he provided all the answers in a well-meaning way - was effective during the company's early build-up phase. Though, these ‘parent-child conversations’ were becoming a bottleneck to scaling and stifling new solutions.

Steve’s transformation involved consciously moving from telling people what to do to supporting 'adult-adult conversations.' He began viewing his team members as equals, empowered to own their solutions. This required patience and a willingness to accept opinions and approaches different from his own. By choosing to let go, Steve not only found the peace he deserved but, more importantly, unlocked a wave of innovation and ownership among his successors. His shift to a People-First approach wasn't a sign of weakness; it was the ultimate act of leadership, paving the way for the company’s continued success.

Taking the First Step
Adopting a People-First Work Culture starts with small, deliberate steps: shifting your conversations, actively listening to understand (not just to reply), and prioritising meaningful, purpose-driven actions. The evidence is clear: when you put people first, great results will be the outcome.

Referenced article: Is Servant Leadership Dead? Forbes, 2025

This initiative was more than just a typical training session; it was a deep dive into what truly drives successful collective leadership. The entire program was built around a powerful trinity: compassion, connectedness, and autonomy. These core concepts are not abstract ideals but the direct enablers of Sika Vietnam’s existing leadership commitments. The workshop was successful in embedding a profound, shared understanding of how these commitments translate into daily action.

A significant portion of our time was dedicated to nurturing this vital team cohesion. By providing a platform for genuine interaction, leaders moved beyond functional silos to better understand each other's perspectives and expertise. A cornerstone activity was the collective discussion and definition of the management team's purpose. The consensus affirmed that their primary role is leading the business collaboratively and acting as the crucial nexus for cross-functional synergy. This collective alignment, first within the management team, is the bedrock upon which subsequent organisational success is built.

Furthermore, the team collectively established and agreed upon clear way-of-working principles. This exercise went beyond simple rules, defining the mindsets and behaviours essential for a successful management team. Key themes that emerged were the paramount importance of collaboration, establishing a joint vision, achieving synergy by leveraging everyone’s unique expertise, and maintaining a high degree of transparency and trustworthiness. These elements are the essential ingredients for a positive and productive group dynamic, helping to cement a truly people-centric work culture.

The workshop also embraced an introspective element, recognising that collective change begins with the individual. Leaders explored personal development concepts, including overcoming the "self-deception gap," and deepened their understanding of how compassion functions in effective leadership. Equipping each leader with this refined mindset is essential for impactful team collaboration and unlocking individual potential.

The final, and perhaps most crucial, outcome was the development of a clear action plan. The team committed to tangible changes, such as regularly practising active listening and utilising newly acquired feedback skills. Ideas for improving the monthly management meeting included incorporating the sharing of success and failure stories to promote a learning environment. Ultimately, the team committed to jointly define the country's vision and strategy and ensure it is clearly communicated across the organisation. Further, they want to establish a robust decision-making framework to drive effectiveness and ownership across the entire organisation.

This workshop is not an endpoint but a strong beginning. The program is continuing with a series of execution sessions, including group and individual coaching. This crucial follow-through ensures that the powerful insights and principles established during the workshop are translated into concrete, sustained operational changes. By investing in this holistic development initiative, Sika Vietnam is demonstrably prioritising its people, strengthening its leadership collective, and positioning itself for long-term impact and strong, connected growth. The value created by such a program is immense, transforming a collection of individuals into a truly unified, high-performing leadership engine.

General management encompasses roles like GM, Managing Director (MD), or CEO - the person at the top of an organisational unit who acts as the crucial, cross-functional glue.

The struggles of new GMs often manifest in two ways. Consider the Commercial Director promoted to MD. For twenty years, they were a strong manager delivering sales results. Upon promotion, they often cling to the familiar, focusing almost entirely on commercial responsibilities. "Our success is driven by revenue" is a common rationale. This tunnel vision leads them to neglect other functions, failing to provide the necessary guidance and direction. In essence, they continue to operate as a Commercial Director, not a GM.

Another common pitfall is the CEO who tries to master every functional detail. They meet all teams, attempting to deeply understand each part of the business, believing it’s easy to learn a little bit about everything. This approach leads to two negative outcomes: the CEO becomes overwhelmed and exhausted. Furthermore, their cross-functional knowledge tempts them to intervene in functional activities, often overruling the functional director. This ultimately leads to confusion and lack of guidance to the fellow leadership team members.

What is the alternative, successful path? Based on extensive research and experience, a GM, CEO, or MD fundamentally has only two primary roles:

1. Providing Direction: This involves bringing the entire leadership team together to facilitate the formulation and execution of a clear direction for the company: the North Star, vision, mission, and strategy. It answers the critical question, 'Why do we exist?' and outlines the roadmap to that destination.
2. Enabling Collaboration: Starting with the leadership team, the GM nurtures a collaborative, impact-focused culture with a people-centric style. They facilitate understanding and exchange between different functions and ensure the right resources are available.

The transition from a functional director to a general manager is not a step up in workload or complexity of skills; it is a seismic shift in mindset and perspective on what leadership truly means. Crucially, it requires letting go of functional control.

What has been your experience with general management?

The True Cost of Inefficiency

The data presented painted a worrying picture of our current workplaces. We are severely overstraining our workforce, with 66% of employees reporting a high workload and 78% feeling burdened by their job responsibilities. Furthermore, many feel the pressure to be "always on" (48%).

Perhaps the most glaring example of a systemic "bug" lies in corporate training. Despite 97% of companies offering traditional face-to-face or combined offline/online training, these efforts are failing the modern employee. Only 10% of employees use the company’s official L&D platform. Instead, employees are seeking personalised, just-in-time knowledge, preferring to learn via Google (33%) or personal online learning (32%). This massive disconnect proves that our investment in learning is largely misplaced, representing a failure to adapt to a real-time world.

Coding the Future with the Lean OS

The conference strongly suggested that this widespread organisational friction requires a wholesale "reprogramming" via the Lean Operating System (Lean OS). The Lean OS offers a structured path toward the coveted Synergised Mover state - the ideal nexus of high human agility and high system effectiveness. This framework addresses five core pillars for organisational effectiveness:

1. Strategic Clarity: Establishing a common north star
2. Structure Agility: Building flexible frameworks
3. Operational Efficiency:  Streamlining processes
4. People Empowerment: Trusting and enabling staff
5. Culture Adaptability: Nurturing a flexible mindset

To successfully implement the Lean OS, leaders must first "Debug the System" by confronting internal contradictions like "Flat Vertical Chart - Silo Horizontal Flow" and the pervasive issue where "Empowerment is on Paper, Control is in Practice". Accelerating organisational speed demands a focused investment in mindset changes. Leaders must prioritise being "clear to be fast" (strategic alignment), "flat to go fast" (autonomy and cross-functional connection), and "smarter to go fast" (triggering self-learning).

The Bottom Line: Welfare is Not Charity

For CEOs, it’s crucial to understand that prioritising employee welfare is measurable performance driver - not a soft cost. Research conducted in collaboration with Anphabe’s "Top 100 Vietnam Best Places to Work" documents a strong and positive relationship between employee welfare and corporate financial performance: firms committed to employee-friendly schemes consistently outperform those that are not.

The message from Saigon is unambiguous: The future is not waiting to be written by AI, it is being coded right now by the choices we make. We must stop treating people like outdated hardware and implement the Lean OS to strengthen a system where our human capital can truly thrive. It’s time to CODE THE FUTURE.

Mark, feeling the pressure of deadlines, slips into the Parent Ego State. His response is swift and controlling: "Stop overthinking this, Sarah. We just need to go with Option B. I've been doing this for fifteen years; trust me, that's the fastest way to get it done. Just execute on B, and circle back if you hit a wall."

As a result, Sarah immediately reverts to the Child Ego State. She nods, feels a mixture of resentment and relief that the decision is off her plate, and walks away with zero ownership over the solution. She's now merely an executor, not a contributor.

What has happened here? The two people failed to make the shift to be on the "same eye level"; effectiveness and connection stalled by deep-seated psychological barriers:

• Competition over Compassion: Internal rivalry replaces mutual support, creating a zero-sum mentality that prevents true collaboration.
• The Self-Deception Gap: Mark unconsciously overestimates his own capability (a fifteen-year gut feeling) which blinds him to the real value in Sarah's data-backed options.
• Objectification: Sarah is now just an object - a pair of hands used to implement Mark’s pre-determined solution. Respect vanishes when a person becomes an object.

To break these patterns and unlock effective collaboration, we must change the psychological position from which we interact. Eric Berne’s Transactional Analysis offers a powerful lens for adopting the Adult-to-Adult Advantage, defining three Ego States we take on in communication:

• Parent - Critical, Controlling, Instructive - Micro-management; compliance, not ownership.
• Child - Defensive, Rebellious, Emotional - Blame-shifting; limits objective problem-solving.
• Adult - Objective, Rational, Respectful - Fosters mutual respect, clarity, and shared goals.

A people-centric culture demands the intentional adoption of the Adult Ego State by everyone. This is the alternate approach that transforms the conversation.

How would the Adult-to-Adult Conversation unfold? When Sarah presents her options, Mark consciously steps down from his Parent position and enters the Adult state. Mark (as an Adult): "Thanks for bringing these options and doing the legwork, Sarah. That's a complicated problem. Based on the data you’ve gathered, walk me through the pros and cons of Option B versus Option C. Which one do you feel is best positioned to meet our long-term objectives, and why?"

And as a result, Sarah feels more engaged, as an equal, focusing on objective facts and mutual solutions. The dialogue focuses on objectivity by asking how to fix it based on the data, not who should decide. By modelling the Adult state, he invited an Adult response. Sarah is now empowered, not resentful. She explains her thinking, defends her choice, and gains ownership over the project. The decision may still be B, but it is now their decision, and the success (or failure) is shared.

By interacting as competent, contributing adults, leaders nurture ownership, share the decision control with their teams, and unlock the full potential of the organisation. This commitment to meeting on the same eye level is how effective collaboration takes root and allows people to give their very best.

The cost of cultural misalignment is not abstract; it is quantifiable, hitting the bottom line, especially when high-stakes financial decisions are involved. Recent surveys consistently indicate that while a vast majority (87% to 92%) of chief executives rate corporate culture as a key driver of organisational value and performance, only a small minority (10% to 15%) report that their culture is completely aligned with their strategy.

This gap carries measurable economic consequences. Mergers and acquisitions (M&A) offer a strong example, as they are among the business activities where culture is implicitly assigned a monetary value. According to chief executives surveyed, 44% to 59% indicated they would outright refuse to proceed with buying a culturally misaligned organisation. For those willing to entertain the purchase, the misalignment came at a heavy price, with most requiring a discount ranging from 5% up to over 30%. This resistance and mandatory discounting highlight the systemic risk that a poor or misaligned culture introduces to firm valuation. 

Culture directly impacts a company’s valuation, indicating how deeply the working environment affects value creation, productivity, and resilience. Focusing on culture is not only vital when selling your company; it is an imperative to drive lasting, profitable growth.

So, what are the intrinsic indicators of a high-value culture?

Beyond the essential and economically proven alignment with strategy, intrinsic indicators of a successful culture include deep trust among employees and organisational adaptability. Furthermore, a positive culture is one where employees feel psychologically safe to offer critiques and demonstrate a willingness to report unethical behaviour.

In essence, strong relationships are the cornerstone of effective collaboration and enable an organisation to fluidly exchange expertise and build transparency. This connectedness is based on a sense of belonging, unity, trust, and shared goals, pulling together in the same direction towards a north star.

These relationships require a new mindset - a mindset focused on impact, not personal agenda. Most people instinctively focus on themselves, pushing their opinion and their own benefits. This often leads to conflict and collusion. To move beyond this, we need to start by better understanding others; seeing them as human beings with their own desires and wishes. We must start with compassion - for others and for ourselves.

Based on compassion and connectedness, we can create a culture of autonomy, where responsibility and accountability are effectively delegated to the people at the front line. This enables faster, more informed decision-making based on the direct information and experiences where the work happens. These indicators collectively contribute to an environment where peak performance and long-term resilience can thrive. Based on a people-centric work culture that is aligned with the company strategy.

The good news is that senior leaders already acknowledge culture’s profound impact. Corporate culture is consistently rated as one of the top three drivers of growth. The survey confirmed that 87% to 92% of chief executives rate corporate culture as a key driver of organisational value, performance, and resilience. In fact, 41% of public listed companies surveyed ranked organisational culture as the single most important factor in determining firm value.

How Senior Leaders Can Close the Alignment Gap?

Despite this consensus on culture’s importance, the central challenge remains: closing the gap between intent and execution. This failure is not only based on behaviour and capabilities; often the gap is driven by systemic issues, not a lack of effort. To successfully shape and embed a people-centric culture, senior leaders should focus on overcoming the following barriers:

• Address Structural Constraints: Identify and remove internal obstacles that inhibit desired cultural behaviours.
• Invest in Leadership Capability: Recognise and improve insufficient leadership capacity to manage and guide culture effectively.
• Correct Misaligned Policies: Review and adjust policies and incentives that inadvertently contradict or undermine the desired culture.
• Increase Investment: Dedicate appropriate resources to cultural initiatives, addressing the common problem of underinvestment.
• Integration into the Fabric: Crucially, senior leaders must move beyond treating culture as a standalone project and actively incorporate it into the “fabric of an organisation” - its operations, processes, and core decision-making.

​
The path to cultural alignment is achievable and economically beneficial. Even small, targeted efforts to improve cultural leadership yield significant returns, proving that culture is an essential financial asset waiting to be unlocked for sustainable growth.

Survey source: New survey shows organisations value, yet fail to prioritise corporate culture, RNZ News, September 2025

Hive17’s journey with VISEO Asia, a long-standing partner, has seen us implement mentorship programs across the region, focusing on strengthening teamwork, establishing highly effective teams, and enabling participants to set smart goals that ignite motivation and engagement. When VISEO Asia, with its impressive footprint of 11 offices in 8 countries and over 400 employees, formed a strategic partnership with EOA, a Malaysia-headquartered SAP consulting company of 150 employees, the stage was set for a truly impactful collaboration. The strong synergies between these two companies, both driven by digital transformations across various industries, were clear; together, they aspired to achieve significant market expansion in the Asia-Pacific region.

Our engagement continued with EOA, with the goal of not only implementing a mentorship program but also nurturing a joint commitment to exceptional leadership skills. The ultimate aim was to establish a trustworthy and collaborative work environment that would serve as the bedrock for their shared aspirations. A key component of this journey was a two-day leadership retreat, where 16 senior leaders from both companies convened to connect, align, and strategise.

The objectives of these sessions were multifaceted: to seamlessly integrate EOA under the VISEO umbrella, cultivate a joint sense of belonging as one unified team, align on the strategic direction for their combined operations, and significantly strengthen leadership capabilities to build a truly collaborative, productive, and innovative working culture. The workshops engaged a diverse group, including 6 participants from VISEO Asia, 6 senior leadership members from EOA, and an additional 20 directors and managers from EOA. This broad participation ensured that a wide range of perspectives contributed to shaping their shared future.

Through the interactive, gamified simulation "Miki Island," participants experienced firsthand the dynamics of teams under pressure, gaining valuable insights into becoming highly effective units. We delved into the principles of intrinsic motivation, practising how to set engaging and impactful goals. Crucially, we explored concepts of mentoring, feedback, trust, and various leadership styles, culminating in role-playing exercises that brought these learning to life. A particularly insightful discussion revolved around transitioning from "Parent-Child" conversations to "Adult-Adult" interactions, emphasising rational problem-solving and nurturing strong autonomy within the teams.

The leadership retreat further built upon these foundations, beginning with a deep dive into collaboration principles: identifying the drivers, barriers, and underlying mindsets essential for nurturing the collaborative culture they envisioned. To strengthen personal connections, we engaged in a powerful storytelling session, allowing participants to share aspects of themselves beyond their professional roles. The core of the retreat was the development of a strategic roadmap for achieving ambitious market expansion targets. We ignited this discussion by envisioning the company's success in early 2028, addressing strategic questions about clients, markets, products, operations, and culture. Beyond the strategic work, a delightful dinner at the beach provided a relaxed setting for further bonding.

The overwhelmingly positive feedback from participants affirmed the value of our approach. Testimonials highlighted the facilitator's experience and ability to stimulate critical thinking. The participative nature of the workshops was highly appreciated, as was the opportunity for a larger audience to contribute to shaping the strategic direction, leading to greater alignment and clarity on shared objectives. We witnessed a tangible strengthening of foundational bonds between the teams, with all sessions characterised by liveliness, joy, and a positive atmosphere.

Participants also expressed a desire for more time, acknowledging that this was merely the beginning of an exciting journey. The first draft of a two-year market expansion roadmap was a key deliverable, laying the groundwork for upcoming objectives and a more detailed action plan. The leadership topics resonated deeply, revealing specific areas for further practice and guidance. At Hive17, we understand that a leadership retreat is a vital first step; at the same time, the real transformation happens through sustained effort. We typically partner with our clients for 4-6 months, acting as peers, mentors, and coaches, providing expertise, inspiration, and unwavering support to translate learning into new routines, changed mindsets, and powerful new behaviour. This ongoing commitment ensures that the momentum generated during the workshops is accelerated, leading to truly sustainable growth and success.

Unlike a one-off event, successful companies in today’s market conduct leadership retreats three to four times a year. This cadence is crucial for continuously updating and reinforcing the strategic direction, building confidence, and empowering leaders to make decisions on the next level. Beyond strategy, these frequent offsite workshops strengthen the personal connections within your team, deepen mutual understanding, and address potential conflicts before they become a habit. And, of course, having a great time together outside the office can only be a good thing.

​The numbers don't lie. Leadership retreats have a tangible, positive impact on business performance. A study by Quantum Workplace found that 91% of employees who attended corporate retreats felt more motivated, and 85% felt more satisfied with their work. This translates directly to increased productivity and retention. Face-to-face interaction is also a powerful driver of innovation; research from the Journal of Applied Psychology suggests that breaks from routine and exposure to new environments can boost creativity and problem-solving skills. By stepping out of the office, you give your team the space to think differently and generate breakthrough ideas.

So, how do you make these retreats effective? The focus should be on activities that are best done when everyone is in the same room. Ditch the round-the-table updates that can be handled via email. Instead, dive deeper and leverage the collective brainpower in the room. We work with our clients to address topics like re-aligning on strategic direction, conducting a retrospective on ways of working, and strengthening people topics with experiential learning. The goal is to continue building a sense of belonging and inspire your leaders with insights from other fields.

This is where Hive17 comes in. We approach every retreat from a change management perspective. For us, the retreat itself is not the goal; the goal is to move your business forward. We want to see concrete actions taken and measurable results achieved, such as increasing productivity, innovation, retention, and reputation. We believe these outcomes are achieved through a focus on compassion, connectedness, and autonomy within your leadership team. As your independent accelerator, we can leverage our network to bring fresh insights and an objective perspective, ensuring your retreat is a catalyst for real, lasting change.

By investing in regular, professionally guided leadership retreats, you’re not just planning an event; you’re making a strategic investment in the future of your company. It’s an opportunity to strengthen your leadership team, align your vision, and build a resilient, innovative, and high-performing organisation ready to meet any challenge.

The Power of Empathy and Compassion
Imagine a workplace where the initial response to challenging situations is always based on empathy and compassion. Our focus group discussion underscored this as the foundational element. When we seek to understand the impact of someone's actions, approaching them with genuine concern – rather than judgement – opens the door to meaningful dialogue and growth. This empathetic stance aligns perfectly with MI's core principle of Expressing Empathy, creating a safe space for individuals to reflect.

In reality, many people are genuinely unaware of the negative impact their behaviour has on others. This lack of self-awareness is a significant hurdle. Here’s where MI principles become invaluable. By Developing Discrepancy, we can gently guide individuals to explore the gap between their intentions and the actual outcomes of their actions. It's about helping them envision an "alternative future" where their behaviours align with desired outcomes, rather than confronting them directly.

This leads to another crucial MI principle: Avoiding Argument and Rolling with Resistance. Instead of forcing a perspective, we listen, accept what’s said (without necessarily agreeing), and then we can hold up the mirror while suspending interpretation. This reflective approach empowers individuals to see their own behaviour from a new vantage point, fostering intrinsic motivation for change. It's about helping them connect the dots for themselves.

Fostering Connectedness: Building Stronger Relationships
Connectedness is the lifeblood of any highly effective organisation. It’s about building trust, enhancing collaboration, and creating a sense of belonging within the leadership team and across the wider organisation. This isn't just about social events; it's woven into our daily interactions and how we address challenges.

One powerful way to cultivate connectedness is through "creative leadership conversations." These aren't just about problem-solving; they're opportunities for deeper understanding. The leadership team is encouraged to go beyond the transactional business topics at hand and get to know their peers on a deeper level. This might include accompanying them into the deeper realms of their scope of work with a strong intention to seek a good understanding of the other business unit or function. With these experiences we also want to go beyond only using the intellect and bring the whole person in. This will build stronger cross-organisational bridges and a deeper appreciation for the other person.

Empowering Autonomy and Shared Leadership
A truly people-centric environment champions autonomy. This aligns directly with MI's principle of Supporting Self-Efficacy. We recognise that true change comes from within. Our role as leaders is not to dictate, but to create the conditions for individuals to feel ownership over their development and contributions. This naturally leads to concepts of shared leadership and self-organising teams, where individuals feel empowered to take initiative and drive their own success.

Autonomy starts with a clear vision of where the organisation is headed and how the various teams contribute to that vision. This mandate guides our goals and decisions. As leaders, we encourage self-accountability by nurturing a culture of curiosity about negative outcomes and a desire for continuous improvement. We use compassionate feedback and MI to guide team members toward self-discovery, helping them build confidence in trying new approaches.

A Holistic Approach: Beyond P&L
Ultimately, fostering this kind of environment requires a systemic shift. It means moving beyond a sole focus on short-term business results and shareholder satisfaction. Leadership teams should embrace an "infinite game" – one that values all stakeholders, especially our people and society. Understanding the underlying motivations behind perceived toxic behaviours – be it lack of self-awareness, past experiences, or even the subtle seduction of power – allows us to address root causes rather than just symptoms.

By incorporating Motivational Interviewing insights, we can restore people-centricity in our organisations. This involves prioritising compassion in practitioners, daring to address toxicity, and suspending interpretation in order to seek a deeper understanding. At Hive17, we continue to spread our passion for positive and good leadership based on compassion, connectedness, and autonomy. These are not just ideals; they are lived realities.

At the core of a thriving leadership team is a profound sense of belonging. It's not just about being part of the same organization; it's about a deep-rooted connection where every member feels valued, seen, and heard. When leaders truly belong, they're more willing to take risks, share vulnerable ideas, and trust their colleagues. This sense of psychological safety fosters open and honest communication, essential when navigating uncharted territory. When everyone is on the same level, hierarchies dissolve, giving way to a flat, collaborative structure. Titles and positions become less significant than the collective wisdom and expertise brought to the table.


The key to successful leadership teams is seeing each other as equals. This strengthens trust and ensures that every voice is heard and considered. By doing so, we can unleash the inherent goodness in people: being able to behave in the way they know is right. And, each team member becomes a steward of the people-centric work culture we strive to nurture.

A thriving leadership team shows remarkable resilience, especially when dealing with success and adversity. In good times, they celebrate success, learn from it, and prepare for market shifts. They use this positive momentum to strengthen bonds and invest in the team's capabilities. In bad times, they remain calm, focused, and provide stability in chaos. This calm isn't indifference but confidence in their collective ability to overcome challenges. It's rooted in a shared sense of purpose and belief in each other. This resilience is key to thriving in ambiguity, allowing them to make sound decisions even when the path ahead is unclear.

Finally, your leadership team should be fuelled by boundless positive energy. This isn't blind optimism, but rather a contagious enthusiasm that sparks creativity and lights a fire under the entire organisation. It's the energy that transforms setbacks into learning experiences and challenges into opportunities. This positive energy is the direct result of the team's strong sense of belonging and their shared belief in their mission. It creates a powerful ripple effect, influencing every level of the company and fostering a culture of innovation and collaboration. This energy is a renewable resource, powered by the team's ability to find joy and purpose in their work, no matter the circumstances.

We can measure the effectiveness of this leadership team through three key components: compassion, autonomy, and connectedness. Compassion is the ability to understand and share the feelings of others, both within the team and across the organisation. It's the glue that holds the team together during tough times and ensures that decisions are made with empathy and humanity. Autonomy is about giving each leader the freedom and responsibility to make decisions and take ownership of their work. It's the practical application of treating each other as equals and trusting in the goodness of people. Connectedness is the measure of how deeply the team is intertwined, not just professionally but personally. It's the sense of mutual support and shared destiny that elevates a group of individuals into a truly cohesive and powerful team.

In a world of uncertainty, the most effective leadership team isn't made up of solo stars, but a united force that thrives on belonging, resilience, and positive energy. By prioritizing compassion, autonomy, and connectedness, and embracing the principles of unleashing the good in people and treating each other as equals, leaders can build a team that not only survives ambiguity, but thrives in it.

How do you envision your leadership team? What would your first steps be?

Effective delegation isn't just about handing off tasks; it's about cultivating deep relationships that form the bedrock of autonomy and ownership within your team. When leaders trust their teams implicitly, and team members feel genuinely empowered, a powerful ripple effect begins. Individuals start to take initiative, innovate freely, and ultimately, assume greater ownership over their contributions. This newfound autonomy allows leaders to disengage from the day-to-day involvement and truly focus on their most strategic tasks: shaping the vision, driving innovation, and charting the course for future excellence.

Our "Delegation" pillar guides organisations through this pivotal transformation, promising gains in efficiency, innovation, and overall engagement. It centres on three core segments:

Master Mandate Setting - The foundation of successful delegation lies in establishing well-defined and measurable outcomes. This isn't merely about assigning duties; it's about ensuring crystal-clear targets, setting quantifiable metrics, and achieving complete alignment with all stakeholders. When the mandate is clear, the path to success becomes equally so.

Foster Self-Accountability - Building a culture where individuals intrinsically take ownership of their responsibilities and objectives is paramount. This involves genuine empowerment and ownership, coupled with clear expectations and continuous, constructive performance dialogues. A team that holds itself accountable is a team that consistently delivers - not only for their own team, also for the entire organisation.

Unlocking Entrepreneurship - Empowering team members with true autonomy is the key to fostering proactive behaviour and intrinsic motivation. This pillar emphasises self-organisation, providing ample skill development and growth opportunities, and recognising and rewarding initiative. When your team thinks like entrepreneurs, they bring an unparalleled drive to their roles.

By embracing these principles, your organization can escape the trap of operational overload. Leaders can evolve into inspiring figures who cultivate a sense of ownership throughout the ranks. Transform your team and organisation with Hive17's insights to achieve faster results and strategic excellence.

This isn't just about fostering a "nice" workplace; it's a strategic imperative for sustainable success. When we prioritise our people, we unlock a multitude of benefits that extend far beyond individual well-being. This approach directly contributes to higher productivity, sparks genuine innovation, and significantly boosts talent retention rates.

The core of this transformation lies in recognising the power of human connection. As leaders, our role must extend beyond merely assigning tasks. We need to cultivate environments where individuals feel seen, valued, and a sense of belonging. Linking individual aspirations with the company's overarching mission creates a powerful synergy, transforming work from a series of demands into a shared journey with meaningful impact and purpose.

Furthermore, true human-centric leadership acknowledges a fundamental truth: to err is human. Mistakes are invaluable learning opportunities; not failures. Instead of assigning blame, leaders should encourage a culture where missteps are openly discussed, analysed, and used as catalysts for growth. This nurtures psychological safety, empowering teams to experiment, take calculated risks, and innovate without the paralysing fear of retribution.

Finally, the journey for leaders themselves is one of continuous learning. Great leaders are perpetual students, not static figures. This means staying curious, actively listening to our people, and drawing insights from the dynamic ecosystem around us. By remaining open to new ideas and perspectives, we not only grow personally; as role models, we equip our organisations to adapt, thrive, and lead with empathy in an ever-evolving landscape.

At Hive17, we are committed to championing this people-first paradigm. It's about building lasting success, one human connection at a time.


Also inspired by People-First Leadership in a Performance-Driven World, Fast Company, June 2025

IMD calls this, we are going NUTS. There are so much Novelty, new developments that are unheard of. We face a lot of Uncertainty, where even science can't give us clear answers. Emerging technologies that require Transformations. And the eminent insecurity leads to Survival-first attitudes. Challenges are definitely huge and these can lead to feelings of stress, being overwhelmed, and lost in the unknowns.

When we look at these feelings, they come from a focus on ourself: "I want to reach my goals in my way; this uncertainty is blocking my path"; "this geopolitical situation is slashing our profits". We then start to blame and fight against other people, the situation, etc.

When we shift our mind and look at what is driving the other actors, we can nourish more understanding. We can obtain more knowledge which is then reducing the uncertainty. Instead of collusion, we can approach the other people and actors in our ecosystem in a cooperative way, seeing others as human beings with compassion. How can we create more impact for these people and for the entire ecosystem? This shift in mind is building a readiness for change.

When we approach our counterparts (friends, neighbours, employees, customers, suppliers, etc) on the same eye level, we can establish better relationships. This will further improve the reciprocal understanding of our wants, needs and experiences. We learn more, we know more. With that curiosity we can inquire more about the people and organisations around us. Continue to reduce ambiguity and uncertainty.

Embracing an impact-driven mindset empowers you to take initiative, shifting from reactivity to proactive influence. You should focus on what you can control, striving to exert positive influence and champion what you believe is right. This is self-accountability: the courage to stand by your convictions, take ownership of your actions, learn from your mistakes, and proactively shape your future. While aiming at long-term benefits across the entire ecosystem, you will be able to detect and seize new opportunities faster. This is the essence of becoming an entrepreneur.

Let's start to look at the opportunities in the world of ambiguity and uncertainty. Yes, the world seems to be nuts; that doesn't mean we have to go crazy, we have to succumb to stress and anxiety. These points are the antidote to ambiguity and uncertainty. We can move away from seeing ourselves (individual or organisation) as a victim and being reactive. Instead, we take responsibility and ownership. We can move forward with proactiveness and positivity towards the calmer areas of the storm and towards a save place of strength and compassion.

In contrast, genuinely strong relationships cultivate a vibrant and thriving organisation, characterised by great morale and a high reputation. When team members experience a sense of security, validation, and appreciation, they are more inclined to contribute ideas, question assumptions, and offer support to one another during challenging times. This is not merely a matter of creating a positive atmosphere; it is a strategic foundation to lasting success.

How can you actively invest in nurturing genuine connections? Here are the key stepping stones, we recommend:

• Create deliberate opportunities for deeper interpersonal bonds to develop, cultivating mutual respect and rapport, which goes beyond the work environment.
  
• Establish a shared understanding of collective objectives and operational methods, guaranteeing that every individual is aligned and working in unison towards a common goal.
  
• Provide your team with the tools and techniques necessary for effective conflict resolution
  
• Cultivate a culture of shared leadership where every voice is heard and valued

Is your leadership team genuinely interconnected? Do its members feel comfortable expressing their opinions, even when they diverge from the majority view? A solid sense of belonging within the leadership team strengthens cohesion, creating a platform for mutual support and trust, and amplifying collaboration and synergy throughout the entire organisation.

Organisations often rely on new processes, organisational structures, and new technologies in order to increase productivity, enlarge markets, and to ensure compliance. Though, very often, the people adopting these tools and processes are responsible for delivering the expected results. At Hive17 we have observed in so many instances that the resilience of relationships is the missing success factor that removes resistance to change, rallies people behind a new strategy and nurtures the cohesion in newly formed teams. Relationships are not a ‘nice to have’; they are the magic ingredient for long-term success.
​
By prioritising and nurturing robust relationships, organisations can unlock a vast resource of untapped potential, propelling innovation, bolstering resilience, and ensuring lasting success. Invest in the creation of authentic connections, and you will witness your leadership team – and consequently, your entire organisation – flourish and give their best. It's about building a community where every member feels valued, heard, and empowered to contribute their best work, ultimately leading to collective success and a thriving organisational culture.

At Hive17, we believe there's a better way than traditional, often protracted, decision-making processes. We champion a shift towards a culture of strategic experimentation. Imagine moving away from the pressure of making the "right" decision every time. Instead, we embrace the agility of "trying things out" in a structured and insightful manner.

This isn't about reckless action. It's about adopting a scientific approach: formulating clear hypotheses, designing small-scale experiments, gathering data, and learning rapidly from the results – regardless of whether the initial hypothesis is proven correct. This framework allows teams to bypass decision gridlock, transforming risk aversion into a mindset of confident exploration.

By embracing experimentation, your leadership team can:

• Break free from analysis paralysis: Move beyond endless discussions and start generating tangible results.
• Foster a learning organisation: Cultivate a culture where learning from both successes and failures is valued and embedded in your processes.
• Increase agility and responsiveness: Adapt quickly to market changes and emerging opportunities.
• Boost team confidence: Empower teams to take ownership and drive innovation through validated learning.

Many organisations contemplate changes like allowing employees to work from home a couple of days each week, yet often find themselves stalled by the complexity of the decision. Our approach advocates shifting from a high-stakes decision to a more agile process: introducing a trial period to observe the actual impact of the policy. This enables the company to gather direct feedback and collect data on the work-from-home experience. By analysing these results, subsequent, more refined experiments can be implemented, iteratively guiding the organisation toward a better and long-term solution for remote work.

Ready to unlock a more decisive and dynamic future for your organisation? Contact Hive17 to explore how our "Decision Making" learning module can equip your leaders with the tools and mindset to embrace the power of experimentation. Stop talking about decisions and start driving results.

​Enter the humble T-shirt Size Method. While it might sound unconventional, this simple agile method can offer a surprisingly insightful way for teams to track their progress and boost their effectiveness. Let's avoid complex metrics and endless spreadsheets. We're talking about a straightforward approach: assigning a size – Small (S), Medium (M), or Large (L) – to the tasks your team completes within a defined period (say, a fortnight or a sprint).

The beauty of this method lies in its simplicity. At the end of the period, you simply count up the number of S, M, and L tasks accomplished. Keep a record of these counts over time, and a trend will begin to emerge. Are you consistently completing more tasks each period? Is the ratio of task sizes shifting? This internal comparison provides a clear, visual representation of your team's output and how it evolves.

Crucially, this isn't about comparing your team to others or chasing external benchmarks. This is about your team's journey. The focus is the team's effectiveness, allowing you to identify patterns, reflect on what's driving increased output, and address any roadblocks hindering your progress. Did a new process streamline your workflow, leading to more completed tasks? Did external dependencies slow things down?

This simple act of measurement strengthens a sense of achievement as the team witnesses its own improvements. And it allows the team members to get closer, work towards a common goal and create a better sense of belonging. It provides a tangible way to see the impact of changes and encourages a culture of continuous improvement. By focusing on internal progress, you enable your team to take ownership of their effectiveness and work collaboratively to enhance it.

So, ditch the daunting feeling that measuring productivity is an impossible task. Embrace the simplicity of t-shirt sizing. It’s a practical, team-centric approach that can illuminate your progress and pave the way for greater effectiveness, one sized task at a time.

As a leader you want change to happen - typically fast. And we go about telling people what to do, identifying the people that support and block the change. And in a way, we are forcing people to change. And this is naturally triggering resistance.

Instead of forcing, a better way to facilitate change is to ask yourself questions like:
What is the current situation the people are in? What does their past experience look like? How do they see the future? How would I feel about the proposed change in their shoes?
How do I need to behave that people feel comfortable with the upcoming change? What is the environment that allows change to happen? What is a respectful and exciting way to engage with the people?

And in my experience - and it's my conviction - this is not a nice-to-have approach. This will lead to higher retention, higher productivity & efficiency, and to more creativity & innovation. Good leadership is a must-have.