I have been having an email conversation with my friend Andrew, a Chief Executive who is leading and managing his very large business through complex and challenging change. It was not surprising to hear that initially, things were progressing at a slower pace than he would have liked. (Rather important as CEOs tend to get sacked for lack of execution rather than just failing to have appropriate goals).

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More than twenty years ago Harvard professor, Howard Gardner, began teaching that human intelligence could not simply be measured by IQ. Instead his Multiple Intelligences (MI) describes a broad spectrum of human ability. A clever person, for example, may lack common sense, or a brilliant musician like Mozart be short of social skills.

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In his insightful book Leading Leaders, Jeswald W. Salacuse suggests seven principles of Strategic Conversations:

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Predictable Suprises. By Max H. Bazerman, Michael D. Watkins. Depending on your leadership track record, you might want to avoid going to a bonfire party with Bazerman and Watkins. They are so passionately convinced that many of the big issues encountered by organisations are unnecessary, that they “want to hold leaders’ feet to the fire” for those which were foreseeable and preventable.

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