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When a stakeholder says no to your proposal, they are not always saying no to the outcome — they may be protecting a different interest, managing a different risk, or working within a different set of constraints.
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I keep seeing the same pattern in stakeholder conversations across the system. People work hard to resolve issues. Fixes are put in place. And the underlying friction continues because each group works on the part they can see most clearly.
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A few years ago, we had a water leak at home. The skyrocketing water bill gave it away. We called in the leak detection crew. They did the full sweep. Nothing. For hours. Then they moved their car. There it was, under the bitumen driveway, right where they’d been parked. Fast forward, and we still...
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Most senior leaders I know do not want a “future of work” conversation. They want a strategy that keeps working while the ground moves. This is where organisations trip themselves up in two predictable ways: They go all-in on one future.
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A statewide program replaced fixed performance targets with collaborative benchmarking and shared learning, leading to improved outcomes and showing that effective data governance is as vital as program design.
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Sitting through a confusing film taught me something about how people respond to discomfort and uncertainty — and why leaders need to help others stay engaged when ambiguity arises instead of pushing them away.
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Nothing dramatic. Just practical preparation so they don’t walk in cold. The conversation helped them feel capable in a room that can make them feel exposed.
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A real-world example of how systems and AI overlook human judgement, and why critical thinking must be required—not optional—in modern decision-making.
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Over the Christmas–New Year break, I finally did a job that had been on my list for way too long.
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Like many people, I’ve been in a mood to clean things out. Not surface cleaning but the kind where you go digging into drawers, folders, and old files that haven’t been touched in years.
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A moment that stood out I had three things in front of me the other day.
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A moment that stood out I had three things in front of me the other day.
Read itIf the complexity in your organisation isn't going anywhere, and you have less certainty than you'd like, that's ground Susanne has worked for thirty years.
Start with a conversation to find your team's way through.
