The pressure to maintain momentum often leaves little room for the very practice that sustains it: introspection.

In the modern corporate landscape, high performance is often the goal, yet overwhelmed is frequently the reality. For a leader, the challenge is that these two states can look remarkably similar from a distance.

Strategic change is the default state of competitive organisations. Yet a brilliant strategy, carefully planned in the boardroom, often fails on the front lines.

Leaders are conditioned to chase the monumental achievements: the record revenue quarter, the successful IPO, the industry-defining product launch.

We often mistake harmony for high performance, clinging to the myth of the perfectly aligned team. Yet, a leader's real strength is not in consensus but in constructive disagreement.

We are no longer just uncertain; we are anxious. Our systems are not only complex, but they are also often incomprehensible. There is a new era of BANI.

Organisational change is no longer a project with a start and end date - it is the default operating state.

To be a leader is to be constantly surrounded by people, yet it is often one of the loneliest jobs in the world.

The relentless wave of digital disruption, now accelerated by artificial intelligence, is fundamentally redefining our work and leadership.

The clash of leadership priorities isn't a sign of a dysfunctional organisation. It's the inevitable, and often healthy, result of an ambitious one.