This starts a discussion about the need for a new approach to leadership for situations that involve complexity and cannot rely on such previous aspects as expertise, authority and trust.

Collaborating with others requires navigating the shortcuts we take in constructing the reality we see and the truth we believe. Here are some ways that we can make it more effective to engage with others and find where our interests align.

Applying the learner’s mindset and applicable expertise to the task of onboard new members to a not-for-profit Board of Directors.

Leaders can feel the need to act and/or decide. Often doing nothing is the best course of “action.”

The second of a pair of articles that cover collaborating under ambiguity and uncertainty. This article finishes with some practical guidance as to behaviours that help in these instances.

This the first of two articles that addresses collaborating under ambiguity and uncertainty. This first part talks about the beliefs and truths that we bring to the conversation.

A summary of Clinical Leadership program content on engaging in dialogue to explore differences of opinion and conflict.