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.