Essays on judgement under pressure.
Written for people who are already in the situation, not for people considering a course. No frameworks, no acronyms, and nothing that could not be said out loud in an executive meeting.
A working library, added to regularly.
Why executive teams reach conclusions in the corridor and ratify them in the room — and what that does to the quality of what gets decided.
Executive derailment rarely arrives as a crisis. It arrives as eighteen months of postponement.
How bad news stops reaching the executive team during transformation, and why more reporting makes it worse.
Teams that cannot disagree well do not become harmonious. They become quiet, and then they become wrong.
The numbers are forgotten within a year. How the executive team behaved is not.
Post-merger integration fails on judgement long before it fails on systems.
If something is happening in your organisation where the quality of executive judgement will decide the outcome, the useful first step is a private conversation about the situation itself. If we are not the right people for it, we will say so.
