Why the language of innovation is broken and what we can do to help fix it.
There’s something very interesting happening with CEOs (and I don’t mean resignations and scandals). Many are turning their back on the classic CEO archetype – the Ruler – and building their leadership around a different model.
Archetypes are a fascinating way to analyse leadership styles. Drawing on ancient traditions of storytelling, psychologist Carl Jung developed 12 primary archetypes, some of which he believed can be found in each of us. For leaders, understanding your archetype is a key way of gaining insight into your style and source of motivation.
The UK political conference season is now in full swing and the media are obsessing about ‘the narrative’. Last week, The Guardian claimed Labour leader Ed Miliband set out a “clear overarching narrative” for government. The Confederation of British Industry disagreed, arguing Miliband’s speech lacked an “economic narrative”. Others claimed his speech was part of a “narrative reorientation process…” – a procedure which sounds possibly quite painful.
I find there’s something very therapeutic about attending focus groups.
Not because everything the respondents say is nice. On the contrary, in my experience, they often attack the client’s brand with vehemence and venom and occasionally rip apart much-treasured campaign ideas in front of their creator’s eyes.
Do you really put customers at the heart of everything you do?
I was watching an old edition of Undercover Boss yesterday. Earnest and hard-working CEO of a large manufacturing company is shocked to discover his positive messages aren’t being well received by his staff and customers, for whom things are much tougher and more difficult than he realised. Who would have thought?