What is the biggest difference between Formula 1 drivers and business leaders?

It all came down to a deficit of trust.

I was working with a senior leader who was promoted and suddenly found himself overseeing one of his companies’ largest strategic divisions. The role involved managing more than 3,000 people in multiple functions and taking full ownership of P&L. 

I recently read that amateur golfers like me should spend about three hours per week on the practice range trying to refine our games.

Have you ever wondered why some of the most groundbreaking leaders seem to speak softly but impact loudly? Welcome to the world of introverted leadership—a realm where depth trumps volume, and reflection drives innovation.

Want to know the single biggest factor in creating an exceptional employee experience (EX)? Look no further than your leaders. As we wrap up 2024, the data is crystal clear: managers account for 70% of the variance in employee engagement scores across all business units. That's not just a number – it's a wake-up call for organizations wanting to boost retention and performance in 2025. 

As we reflect on the defining business stories of 2024, one particular story stands out as a powerful reminder of the complexities inherent in global expansion.

This past summer brought us a compelling New York Times report about a leading chip manufacturer's challenges in Arizona - a story that continues to resonate because it touches on fundamental truths about leadership, culture, and organizational transformation.

It was only my first day at work, but I could already tell that my boss wasn’t happy to see me. 

I had been hired by an organization to help improve their leadership development (LD) programs. On my first day, I was asked to meet with a senior executive who would oversee my work.