What senior leaders actually run into.
Pieces I first wrote on LinkedIn, about bigger roles, confidence under pressure and leading between head office and the region.
Why a bigger role can feel wrong in the first weeks
Week one is excitement, week three is a dread you cannot explain. Why your brain pulls you back to old patterns, and how to train for it.
ReadWhen your new boss knows less than you do
The capability gap is real, and it is irrelevant to your new job. How to lead upwards by talking about risk, cost and timing.
ReadWhen head office says you have gone native
Going quiet fails the region. Repeating yourself fails the organisation. How to make the case so it lands.
ReadConfidence under pressure: shorten the recovery time
Your confidence will get knocked down. What matters is how long it takes to get back to your normal self.
ReadWhat people really resent about hierarchy
People accept titles and pay gaps on one condition: when it gets hard, the leaders carry more of the weight.
ReadLeading sales in Asia Pacific: the translation work nobody sees
Translating head office pressure into the markets, and market reality back to head office, while still carrying the number.
ReadThe loyalty tax: why internal promotions are paid less than outside hires
The gap between what you offer the person who stayed and what you pay a stranger who interviewed well. Your best people read the signal.
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