I built an FT1000-listed company while living with severe hemophilia. I wrote five books. One of them reached over 200,000 readers. I write for leaders who want to think for themselves. Subscribe to my newsletter. You'll get 3 free books as a welcome gift. |

On the covers of business magazines, leaders look like they have everything under control. In interviews, they talk about vision and the courage to make difficult decisions. Except that this narrative does not include the seventy-one per cent of leaders who experience significantly higher stress since taking office. Nor does it include the fifty-five per cent of CEOs who have had mental health problems in the last year. Behind closed doors, something is happening that is not officially discussed. Researchers call it quiet cracking.

The gap between companies that can use data to make meaningful decisions and those that are stuck in a mess of spreadsheets and managers' hunches is growing faster than anyone expected. The greater the pressure to perform, the easier it is for someone to come up with the idea of simply monitoring people more closely instead of using data more wisely. This article is about how to avoid that.

In many companies, illnesses are present but invisible. We hide them because we are afraid of labels, lost opportunities, and awkward reactions from team members or superiors. This strategy costs people their energy and dignity, and organisations their mistakes, presenteeism, and resignations. However, you do not have to accept this. With little effort, you can create an environment where we talk about needs without revealing full diagnoses, and work is designed for real people. This text shows how to do it and why it pays off for everyone.

Why does your brain cling to bad memories more than good ones? Learn about negativity bias and discover seven practical methods to help you stop carrying failures around like stones in your pockets. These methods range from the "time window" technique to the GAIN method. It's time to stop dwelling on the past and start looking to the future!

Have you ever wondered why some people are able to solve complex problems while others, with similar abilities, remain stagnant? Scientists studying artificial intelligence are shedding new light on this question. Another conclusion from their research is that effective leadership and leadership development do not require innate genius. Their insights can help you not only develop your own potential, but also show you how to effectively improve AI systems.