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Some leaders believe their job is to make all the big calls, to be the final say on everything from strategy to operations. It feels like leadership, right? Taking charge, making the tough calls. But here’s the problem—when a leader takes on the role of chief decision maker, they limit their team’s ability to think,

Hard choices slow us down. One type of hard choice is taking the harder path. Like when Boards are asked to set the organisation’s risk appetite for staff to follow. The easy road is to use terms like Zero Harm and stick to risk categories like reputation, financial, safety and compliance. The harder choice is

Ever wonder why decisions made collectively are more powerful than those made solo? It’s not magic, and it’s not luck – it’s science. Diverse perspectives produce better outcomes because they challenge assumptions and introduce fresh ideas. Teams understand the robustness of the decision and get behind it to make it happen. But as powerful as

Ever made a big call as a leader that looked brilliant – until it wasn’t? And then came the blame game. Right? “What went wrong?” “Why didn’t YOU see it coming?” Psychologists have long proven it – we fear losses more than we celebrate gains. A bad big bet decision often triggers defensiveness, hesitation, and

Ever found yourself frustrated by how slow decisions move through your organisation? Maybe it feels like the same conversations happen over and over, or that every decision needs multiple approvals before anything gets done. You’re not alone. The culprit? A lack of clarity in how decisions are actually made. I once worked with a leadership

I got the term “summary in detail” from a fantastic client of mine who I worked with for near on a decade. We were presenting a risk profile in a meeting and at one end of the table someone was complaining about the amount of detail. At the other end of the table someone was