Leadership Strategies - Paul Vanderbroeck

To progress your in in times, focus on , and .

Even successful or profitable organisations postpone promotions and hiring in uncertain times. As a leader, you can hedge against that.
Results, Responsibilities and Learning are the stable factors that remain even when everything else is unstable. And it's what current and future employers look for when deciding on your next step. So make sure that even in your current position you can show progress.
* Results: favour tasks and projects that bring measurable results and allow you to take credit for it.
* Responsibilities: look for opportunities to increase your responsibility for people, budgets, or projects, and to grow your decision-making authority.
* Learning: find ways that allow you to do new and different things and in different contexts.
And in organisations with a structured career ladder with clear steps of increasing responsibility, make sure you know the requirements for your next step and organise your job so you can fulfil them.
In all cases, take the time to build a database of personal achievements and growth to argue your case for the next career opportunity. Visibility is important, but not enough, because the person who knows your achievements may no longer be there when an opportunity emerges.

More than other sectors, leaders in currently have to learn to deal with uncertainty. Integrating into a business that is currently once more facing makes it difficult to seize opportunities while managing risks. What would you suggest to help these leaders learn ? What would be the best strategies for development and do you know of any best practices ? Springer Springer Nature

An undersestimated upside of .
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How should respond to the constant that seems to impact organisations nowadays?
Looking through the lens of Classical Antiquity can be helpful. The original Greek word krisis means discernment, evaluation, and decision.
Leaders like Julius Caesar embodied this idea. Throughout multiple turning points in his career, Caesar responded with calm, yet quick thinking, innovation, and a willingness to take risks. His approach to crisis was not paralysis, but movement.
In moments of pressure, leadership is less about avoiding disruption and more about making clear, timely decisions with imperfect information.
What behaviours have you seen make the difference in a crisis?
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Major conflicts – like those in the Middle East – are rarely simple. Causes are layered, responsibility is often shared, and the legal situation is murky. Recognizing this complexity helps leaders develop better strategies.
Caesar's crossing of the Rubicon, often seen as a straightforward decision, actually involved many messy factors. It was shaped by biased advice, and a lack of direct communication between adversaries.
For leaders, the takeaway:
👉 is complex
👉 can mislead
👉 through intermediaries leads to escalation
How do you think leaders can deal with the "messiness" of conflicts?
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