• Leadership is about being able to positively influence behaviours in pursuit of a common goal. It is distinct from holding a ‘Leadership Position’ ans is not about power or position;
• Be fair and just at all times;
• Put others and the mission first but ensure you are applying sufficient self-care;
• The end doesn’t justify the means;
• Be humble, and
• Confidently know that both you and your natural style is capable of great Leadership

• Prioritise understanding your wider context and environment;
• Map overall strategies and goals to your own sphere of influence (Team etc.);
• Craft your personal or team mission, and
• Ensure the goals, assumptions and plans are regularly tested and modified.

• Clearly and succinctly articulate your strategy and plan;
• Communicate this widely, effectively and continuously, and
• Make these simple goals a mantra that people at all levels can fully comprehend and use as a compass to guide their decision making.

• Ensure people are given the maximum levels of responsibility and autonomy;
• Encourage and reward those that identify and seize opportunities;
• Errors made in good faith must be carefully managed through a lens of learning, and
• A bold, daring and dynamic team of reliable and trusted people should be the headmark.

• Create a structure, process and culture that rewards and expects bold decision making and accepts that incorrect decisions are inevitable and a learning process that usually leads to the correct decision faster;
• Where very high stakes lead to endless attempts to predict and risk manage attempt to break down the decision into a smaller or less ‘scary’ magnitude;
• Empower people closest to the information to make decisions. Try as a leader to withhold as little decision making authority as possible;
• Ensure responsible and accountable people understand their levels of delegation and these are transparent throughout the organisation;
• Treat decision making as a cycle of observation (info gathering), assessment, decision, action and observation, and
• Trust your gut.

• Clear, concise and consistent;
• Onus is on the Leader to gain a consistent understanding of messages – keep it simple and in plain language;
• Face to face should be preferred;
• Minimise meetings, have a clear agenda / outcome, keep them short, involve only those necessary, summarise the results of the meeting and next steps;
• Avoid emails where possible, make a phone/video call instead (or face to face!), and
• Assume noble intent, do not jump to take offence.

Achieved through the following measures:

• Optimised Organisational Structure with clear authorities;
• Vision, Mission and Goals widely understood. Strong Ethics and Organisational Values must underpin activities;
• Biases understood, group-think preventative measures in place (mavericks welcome!);
• Diverse Teams;
• Action oriented;
• Timing considered and central to decision making;
• Agility and Adaptability;
• Technology leveraged appropriately, and this is ALL underpinned by
• First class Communication

• Know each other;
• Care for one another;
• Sometimes the individual must be put before the team;
• Treat everyone equitably not equally;
• Commit to one another and the Team Goals;
• Keep business in perspective;
• Invest in a healthy mind and body;
• Be Grateful and Implement habits and rituals that deliver sustainable self care, and
• Embrace the SUCK, apply Stoic Philosophies.