The Overlooked Input to High-Stakes Decision-Making
What acute stress does to executive judgment, and why the calmest-looking leadership teams are often the ones quietly deciding to escape pressure rather than think clearly
The Resilience Illusion: What we keep getting wrong
There are different kinds of organisation when it comes to how they treat their teams. There's the one that celebrates the output and never thinks about what it cost their people to produce. They consider long hours as commitment and expect people to always be available as part of real dedication. They are failing to track the team costs, because as far as anyone can see, everything is going well, right up until it isn't. Then there is the one that has proudly invested in well-being. There's an app, a Well-being Manager, a wellness budget, probably a wellness week. Yet they are still missing any real sense of what's happening underneath it, whether the load on their best people is actually going down or just hiding behind the door of Wednesday yoga in the meeting room. Where they have a wonderful shiny programme but department heads that don't let their teams attend because they have a deadline (if I had a penny for every time I saw this...). Then there is the one who is starting to think deeper and ask the harder questions, which is what we explore in this week's Transform8 Newsletter. Most organisations aren't in this category yet. The good news is that noticing which one you're actually in is the first real step toward getting there.