The Cost of Being Right
The article argues that organizational culture is forged not by what leaders say, but by what they tolerate. Small, repeated lapses—such as ignoring interruptions, keeping underperformers, or excusing high‑performers’ bad behavior—solidify into lasting norms. Modern leadership’s emphasis on empathy and psychological safety can unintentionally breed avoidance of hard conversations, weakening accountability. Ultimately, leaders who consistently address issues and set clear expectations build stronger, more resilient cultures.
The Second Shock Is Often Worse Than the First
Australian and New Zealand CEOs face a dual crisis: soaring fuel and freight costs that are compressing margins, and the internal “second shock” of reactionary cost‑cutting. The Australian Industry Index fell 19.9 points to –23.6 in March, while inflation expectations near...
The Weight of the Role
The CEO Institute’s "The Weight of the Role" piece highlights how senior leaders increasingly feel the mental‑health toll of solitary decision‑making. A recent Pulse Report of 798 CEOs shows 78% say leadership pressure has risen sharply over the past two...
Success or Significance - What Will Define You When It Counts?
The CEO Institute article contrasts "success"—the traditional, metric‑driven milestones of revenue growth, market share and titles—with "significance," the deeper, lasting impact a leader leaves on people and culture. It argues that while success builds a career, significance shapes a legacy...
What Ethical Leadership Grows
The article argues that ethical leadership is inseparable from everyday business decisions, shaping the culture and outcomes of an organization. It uses the tree metaphor to illustrate how leaders’ actions produce visible "fruit" such as trust, employee engagement, and customer...