Gandhi’s lessons and our everyday lives
Read moreWhen I say that we can find inspiration in Gandhi’s story, I mean that we should recognize that the basic leadership decision often stems from an ordinary individual’s refusal to surrender to the context. Gandhi takes his stand against the discrimination he feels, and the injustice he sees, in South Africa. In leadership seminars, when we discuss events like this
John’s book in French is out!
Read moreSince yesterday the book that John wrote on leadership with co-autor Loïck Roche is available in France. The book is called “Les sept règles du storytelling”. It explains seven clear and simple steps to authentic leadership: how you can discover your own values and beliefs and use your autobiography and life’s stories to inspire other’s.
Lessons from Gandhi
Read moreIn my class sessions and conversations with leaders, I often use the story of Gandhi’s experience in South Africa, as it illustrates several of the important lessons I like to highlight. The first lesson is one of courage. In Gandhi’s reflection about the decision in front of him, he says “I asked my self, what I should do?” Of particular
From ordinary life events to extraordinary leadership – Gandhi’s defining moment
Read moreWhen I think of having the courage to take a stand, of daring to speak out about the things that matter, or of finding one’s leadership voice, I am reminded that these concepts apply to all kinds of situations, large or small. Whether transforming a small workgroup or inspiring an entire nation, the leadership decision begins with daring to take
A question and a quote
Read moreOne of my favorite questions for students, managers, or team members is “Why don’t we dare to make our stands, to express ourselves, and to try to master our context more often?” In this question, the key word is ‘dare’. Most often, we simply do not dare to speak our mind, to take stands for what we believe. Students and
Leadership for middle managers
Read moreSome of my favorite issues in leadership involve leadership without authority (or power). When I work with teams in organizations, or when I talk with my executive MBA students, I am often confronted by the frustrations of middle managers. The classic problem is that they feel ‘stuck’ in the middle of their companies. They are not at the top of