The implementation of evidence-based leadership is iterative. It's too profound a shift to happen in one go. And it will never happen if we wait to thoroughly research our current state, detail a change management plan, save enough budget to resource it all, and delay until the time is just right and the planets have lined up.

"Business decisions, as many of our colleagues in business and your own experience can attest, are frequently based on hope or fear, what others seem to be doing, what senior leaders have done and believe has worked in the past, and their dearly held ideologies - in short, on lots of things other than the facts... If doctors practiced medicine the way many companies practice management, there w...

To hold space for high-performance, evidence-based leaders value and use objective evidence to improve organisational performance, as role-models for everyone else.

Evidence-based leadership is not about how to lead. It's about what to give your attention to as you lead, and what you're leading your organisation to. It's not about how to communicate or inspire or direct or engage. It's about how to use all these attributes to lead your organisation to high-performance.

To know if a strategic plan is being successfully implemented, leaders need to keep asking and answering two vital questions. (more…)...

When an organisation is undergoing a lot of change, performance measurement is one of the first things that leaders will delay. They don't realise how big a mistake that is!

If your organisation's leaders write the strategic direction, but delegate the strategic KPI design, the strategy won't be executable. (more…)