Posts Tagged ‘Conversation’

Five signs of an effective leadership team

May 9th, 2017 No comments

Five signs of an effective leadership team

a leadership conversation

How do you know when a leadership team is effective? What are the signs of a healthy executive team?

I’ve just begun working with an executive leadership team. The eight team members are collectively responsible for an organisation that generates £900m in turnover a year. And it’s early days – we are still in the ‘ritual sniffing’ stage, as one of my first line managers memorably called it. We’re getting to know each other.

What I am paying attention to

I’ve been reflecting on what I am paying attention to as I meet them one-to-one, and as I see them at work as a team. Here are some of the things that seem significant to me:

What happens when a team member says something odd, unexpected or controversial? Is there a pause and a silence, and does the conversation then carry on as if nothing has been said? Is that view squashed or dismissed, or do other team members show curiosity: inquiring into the reasons behind the unusual comments?

Why this matters: leaders working in complex, fast-changing environments (and who is not these days?) need to keep their ‘antennae’ open to signals from the outside world that all may not be as it seems. Leadership teams can easily filter out information that does not fit with their assumptions and plans. Team members who say something that sounds ‘odd’ may be noticing one of these signs. In drawing it to their colleagues’ attention, they are doing a service to the team as a whole, and improving the evidence base on which it makes its decisions. But if no one else notices, their service has no impact.

Would an outsider walking into the room know immediately where the power and authority lies? This shows itself by where people sit, who people look at before they speak, the order in which people tend to speak, or who they defer to when they have spoken.

Why this matters: by itself this is neither good nor bad: it depends on the purpose of the team. If the team exists to bring key information from across the organisation to the attention of the Chief Executive, then it is clear where authority needs to lie. But if the purpose of the team is to collectively shape strategic decisions and lead the whole organisation, then authority will need to be more fluid.

To what extent do team members challenge each other? In particular, to what extent do team members challenge the Chief Executive?
Is conflict openly expressed? Or once the Chief Executive has spoken, is that the end of a discussion?

Why this matters: questions about the strategy of an organisation are never black and white – there will not be just one right answer, but several answers each of which will be partly right and partly wrong. For this reason, teams need to explore and test the range of possible answers; they can’t do that if some of those possibilities are never named or thoroughly explored.

Does anyone admit they don’t know the answer to a question? Or express vulnerability or uncertainty, or ask for help?

Why this matters: the foundation of all effective teamwork is trust. And trust comes about when a team member makes themselves vulnerable, and then discovers that their colleagues do not use that vulnerability as an opportunity to hurt them. If team members struggle to be vulnerable with each other, they will have low levels of trust.

Does the team spend any time at all reflecting together on how well they are doing as a team, and what they are learning? Do they make decisions, or do the same issues come back to the table? Are they too busy fighting fires one by one to prevent the fires starting in the first place? Finally, what ‘stuck patterns’ might they be stuck in?

Why this matters: this is what makes the difference between a team that is coping at best, and a team that is raising its game. Teams can only improve by investing time in the present to improve their performance in the the future.

What am I missing?

We see what we look for, and I’m no different. I wonder what I am not paying attention to? What signs and indicators might I be missing? If you know of other signs of an effective leadership team, please let me know by emailing me, or if you are reading this on my blog, please leave a comment below.


February 2nd, 2017 Comments off

How I work

What’s it like to work with Stuart Reid?
Here I’ll tell you the kind of results my clients achieve, and I’ll also give you a sense of my guiding beliefs, my approach to working with clients, and how I’m different to most organisation change consultants.

 The results you can expect from working with me

We develop a strategy together that drives your business forward. This is a strategy that cuts through the noise, and gets right to the heart of your business. You get the right people involved in the process, so it’s based on solid information. Crucially, it is a strategy that all of your people can remember – not a document that gathers dust on a shelf. So it guides every decision in your business – big or small.

You have a leadership team that works like a team. Team members participate more actively, conflict is more productive and results come with a lot less struggle and effort. Team meetings are focused and lead to clear decisions – and team members follow through on them. Your key leaders share resources and collaborate across their functions, instead of acting like independent barons.

You transform how your leaders lead change and engage their teams. Your leaders now feel confident and skilled in influencing others. They know how to listen and they are confident in holding difficult conversations. Your people understand why your business is changing, and their part in it. And they get involved, and make the change work by contributing their unique knowledge and their energy.

You finally make progress on those business problems that just wouldn’t go away. Your customer service team and your sales team are suddenly working together instead of complaining about each other, and sales take off. You find new ways to cut costs in the business without harming quality. Your workplace starts to feel like a good place to be, instead of a place you dread going to on a Monday morning. Things just start to click into place.

You road-test your thinking and your ideas before exposing them to others. You sharpen up your thinking by talking things through. You gain new insights by thinking out loud. And you can rehearse and strengthen your arguments before you take them into a high-stakes meeting. You feel safe because you’re working with someone whose only interest is to help you develop your very best thinking.

You find out what’s really going on in your business – before it’s too late. You no longer find yourself blind-sided by problems that ‘come from nowhere’. Now you see them coming: your people warn you about them while you still have time to act. So you spend less time fire-fighting and more time on your strategic role as a leader. Your Board members have more confidence in you, and you feel less stressed and more in control.

My guiding beliefs and values

I am always working to develop my knowledge and skills. I am constantly reading books and blog posts on business, psychology, communication, organisation change and innovation. I set up a ‘Business Book Club’ in my home town just so I could find other people to talk to about the books I was reading! The benefit for my clients is that I read all these books – so they don’t have to.

It’s important to me to have autonomy, and to make informed choices about the things that matter to me. I extend the same courtesy to those I work with. I will provide you and your colleagues with my views, my knowledge and my experience, but I will never forget that the choice about what action you will take lies with you. No one can be forced to change.

I believe that everyone has something of value to share and that most people genuinely want to make a contribution. So in my work on organisational change, I involve as many people as possible who will be directly affected: they all have knowledge and views that matter. This includes employees at all levels in the organisation, and often includes partners, suppliers and customers.

Organisations can and should be great places to work. Your organisation exists in order to make a profit, or to provide a public service. But if your employees dread coming to work every day because of the way the business is managed, you’re going to have serious productivity problems. Most of us spend a large part of our lives at work. A workplace should be a fulfilling and satisfying place, where human beings can bring the best of themselves to work, and develop as people.

 My approach

I’ll really get to know you and your business. When I work with any new client, I will invest time up front in getting to know your business and your people. I will typically have one-to-one conversations with a range of different employees at different levels in the organisation. You will always find me well prepared for any meeting or event that I attend.

My work is tailored to your specific needs. No two organisations are exactly the same, and one size does not fit all. So I will develop a plan that meets your unique needs.

I help you have more honest conversations. Failing to address workplace conflict, poor performance or other issues creates a dishonest culture that blocks change. Crucial conversations are avoided. The elephants in the room just pile up. These issues are avoided for a reason – they are difficult to talk about, and can make people anxious and embarrassed. I create the conditions where an honest conversation can happen – sometimes for the first time ever. That’s when change can suddenly be unlocked. And the sense of relief is palpable.

I will be there when you need me – and only when you need me. It’s important to me to work with a small number of different clients each year – typically around 3 or 4. And I normally work part-time with no more than one or two clients at any one time. I enjoy the variety, and I learn more this way: so I can bring my learning to bear with more clients. I will be there when you need me to keep a project moving forward, but I won’t be a full-time permanent fixture in your business.

What makes me different

I work with the reality of change, not an abstract model. Many consultants who work in organisation change will offer you a simple five-step or seven-step process for changing your organisation. I don’t do that, because in my experience it doesn’t work. You don’t change how people think and behave by following a flow chart.

I support you through the messy business of real change in a busy organisation. Sometimes you take two steps forward and one step back. You try things out (some of which will work and some won’t). You often realise that the change you really need is different to the one you thought you needed. This is normal – and I help you to accept that, and keep going.

I believe that organisations change one conversation at a time. This is a key feature of how I work. Fundamental change comes about because of a series of conversations over time, which lead to changes in mindsets, beliefs and behaviours. When enough people change how they behave, the culture starts to shift. These conversations for change can be one-to-one, they can happen in small teams, or in company-wide meetings. If you want to change your organisation, you need to change the quality and content of the conversations that are taking place there.


Let’s get personal: how personal stories help you connect

March 18th, 2016 No comments

Let’s get personal: how personal stories help you connect with others

a personal storyA couple of weeks ago I was working with a Chief Executive (I’ll call him Andy). Andy is beginning to use more stories in his work – when giving presentations, meeting clients, and talking one-to-one to his staff. His stories tend to be about other people and their achievements – which is great. Leaders develop trust when they are seen to give credit where credit is due. [1]

In a coaching conversation with Andy over a cup of coffee, I encouraged him to experiment with using more personal anecdotes – stories about himself – when meeting people for the first time. These ‘connection stories’ are a great way to reveal something about yourself – your values, your achievements or your experience – in a way that draws your listener in, rather than pushing them away.

“But isn’t it possible to over-share?” asked Andy. “I feel really uncomfortable when people get too personal. I don’t want to hear the ins and outs of someone’s stomach operation when I meet them for the first time!”

And I had to admit that Andy had a point. It is possible to over-share when telling stories – crossing the line between being open and letting it all hang out. I’ve heard stories being told that gave me a strong feeling of ‘too much information’.

How to tell if you are crossing the intimacy line

I shared with Andy some advice from Karen Dietz, a business storytelling author [2]. Karen distinguishes between three types of story: front porch stories, kitchen stories and bedroom stories.

Front porch stories are the kind you would tell to anyone; kitchen stories are the ones you reserve for your ‘inner circle’ or ‘kitchen cabinet’ of people you trust; and bedroom stories are the ones you share with only one or two of the very closest people in your life.

This was a useful ‘mental model’ for Andy: he now uses this as a test by asking himself if a story is one for the front-porch, the kitchen or the bedroom!

How else can you tell if you are ‘crossing the line’? Try testing out your story with someone in your ‘kitchen cabinet’ – someone who will tell you what they really think – and ask them what that story says about you: you may be surprised! If you are happy with what you hear, then go ahead and tell the story.

What you can say about this

“Tell me honestly: is this a front-porch story, a kitchen story or a bedroom story?”

“If I leave out some of the details, can I shift this story from the kitchen onto the front-porch?”

“What do you infer about me from the story I have just told you?”

Want to develop your own connection stories to help you influence, engage and inspire others? Join me in London on 27 April 2016 for Storytelling for Leaders.

  1. Maister, D.H. (2007), Earning Trust, New Careers podcast. 
  2. Hat tip to my storytelling friend and colleague Shawn Callahan, who originally shared Karen’s idea with me. 

Why is change so hard, even when we want to change?

May 1st, 2015 No comments

Why is change so hard, even when we want to change?


I have a masters degree in organisational change from one of the top business schools. I advise leaders on how to navigate change in their organisations. I regularly read books and blog posts and attend seminars on change. So why do I find it so hard to change myself, even when I’m fully committed to doing so?
change cartoon

Image courtesy of Shutterstock

This question came up for me recently, when I reviewed how often I manage to meditate. I know how good meditation is for me, and I am committed to meditating every day – but I discovered that whole weeks can go by without me doing any meditation. I love walking, and aim to walk at least 10,000 steps 5 days a week – but for the past two months I haven’t achieved this goal.

If it is this hard to build a habit when I am keen to do so, how much harder is it for a leader to influence change in their organisation when they are facing active resistance?

A personal inquiry

So I’m kicking off a one-year personal action inquiry into change. My intention is to deepen my understanding of change: what it is and how it happens. And also to develop my practice as someone who helps leaders to navigate change in their organisations. My intention is to deepen my own thinking and understanding of my role in change, and to identify what practices make change easier.

personal inquiry means it’s not just an academic review of what other people think about change: I need to have some ‘skin in the game’. So part of my inquiry will be reflecting on my own experience of change during the year.

And it will be an action inquiry because as well as thinking, reading and talking to others, I’ll be taking other kinds of action too. I’ll be doing some experiments to try to deliberately bring about change. And some noticing and observing change as it naturally takes place around me.

These are some of the questions that interest me right now:

  • Are the processes of change the same for individuals, organisations and cultures? Do the methods that help form new personal habits also help in transforming organisations?
  • What metaphors for change are helpful?
  • What illusions do we commonly suffer from when we are trying to make change happen? (Illusions of control, of permanence, etc)
  • What paradoxes are involved in change?
  • What other ways are there of understanding change? For example, I’m interested in what we might learn from Buddhist ideas about being ‘unattached to outcomes’.

Join me

I intend to open up my inquiry and share what I’m learning with others. And I’d love to hear from and collaborate with you if you are also interested in inquiring into change. I’m going to experiment with ways of opening up that conversation online, virtually and face-to-face as part of my inquiry.

If you would like to be involved in that do please let me know in the comments below, or contact me directly. 

Are you an 18 second manager?

August 4th, 2011 No comments

Are you an 18 second manager?

This is a nice provocative video from Tom Peters on listening:

Tom refers to research into the length of time taken by doctors before they interrupt a patient describing their symptoms. He recommends that managers and leaders (and in fact everyone in every organisation) develop their ability to listen to their customers, employees and colleagues. It is something that be learned.

Are you an 18-second manager, or an 18-second leader?

Up on the ridge

January 23rd, 2011 No comments

valleys and ridges

valleys and ridges

Up on the ridge

I came across a great article by Daniel Yankelovich the other day on ‘The magic of dialogue’ (hat tip to Lynn Murphy for the original link).

In the article Daniel refers to Martin Buber’s idea that life is a form of meeting, and that dialogue is the ‘ridge’ on which we meet. I like that image, because a ridge is narrow, and we need to take care not to fall off. It takes some effort to stay up there – it is easier to slip back down into our own territory, than it is to stay at the point where we are in a real connection with someone else.

Dialogue, debate and conversation

Daniel explains why he prefers to refer to ‘dialogue’ rather than debate; he feels that dialogue is about seeking mutual understanding, whereas debate is about winning an argument, or vanquishing an opponent. I share his interest in mutual understanding rather than winning, but I prefer to refer to ‘conversation’ rather than dialogue: conversation for me is a less formal, more everyday term than dialogue.

Tips for improving conversations

Daniel gives some great advice in his article for improving the quality of the conversations or dialogue that he is promoting. His tips include:

  • bringing assumptions out into the open (and sharing your own assumptions before pointing out the assumptions of other people);
  • offering a gesture of empathy (what Daniel calls an ‘open sesame’ for dialogue). Empathy usually involved “acknowledging the validity of the other person’s point of view”); and
  • “expressing the emotions that accompany strongly held values”. Conversation about any topic that really matters to people is bound to touch on deeply held beliefs and very personal convictions. “If the status quo is to be subject to question, strong feelings are bound to surface.”

The whole article is well worth a read, and I’m inspired to take a look at his book of the same name (Amazon affiliate link).

* The photograph at the top is from, reproduced under a Creative Commons Licence.

Sharing lessons learned between projects

May 24th, 2010 No comments

Agenda for post-project reviewI frequently run ‘post-project reviews’ or ‘after-action reviews’. These events bring together teams who have recently completed a project, so that they can learn lessons for the future. The lessons could be ones that the participants will personally take forward with them into their future work, and can also be lessons that colleagues elsewhere in their organisation or partnership need to learn.

I have developed my own approach to running these events, drawing a lot on the ideas of Chris Collison and Geoff Parcell in their excellent book Learning to Fly, and also influenced by Nick Milton. I am quite pleased with the process I have developed, and at the same time I am dissatisfied with how effective it is overall – I think it is effective in helping individuals to learn their own lessons, but not very effective in sharing lessons across projects.

Reading a recent blog post by Nancy Dixon helped me to see where and why my current approach is falling short.

Nancy identifies three stages in the process of learning lessons across projects:

1. Sensemaking: The members of the project team jointly make sense of what they have learned.
2. Formatting: Designers assemble, translate, aggregate, and mine projects lessons in such a way that they are useful to different groups in the organization
3. Moving: KM professionals create both pull and push mechanism so that lessons are accessible to those who need them.

My post-project reviews focus on the first stage, and I feel that they have become effective in helping team members to identify the real issues, discuss openly what went well and not so well and why. But they could be more effective in stages 2 and 3.

The typical output from a post-project review that I run is a set of PowerPoint slides, which include photos I have taken of all the outputs from the review – these are usually a picture of the project timeline, with comments hand-written by the team; boards with hand-written cards showing what the team thought went well and not so well; and more detailed boards probing the key things that went well/not so well, identifying why and pulling out lessons learned. By including photos of the materials produced by the participants, rather than typing up their outputs, I reduce the amount of interpreting or processing of their thoughts – the idea is that the participants will recognise the outputs as their own.

What happens to these sets of PowerPoint slides? They may be read by the participants after the review (or just filed). They may also be discussed by the management team of the organisation that commissioned me to carry out the review (or more likely, the team may look at a formal paper based on the slides I produced). But there may be no other ‘formatting’ (stage 2 in Nancy’s process), and possibly no ‘moving’ at all (stage 3). The likelihood is that most of the learning will stay in the heads of the people who took part in the review.

While it is true that

If knowledge transfer went no farther than sensemaking, a considerable amount of transfer across the organization would have been achieved.

I still have a sense of missed opportunities – that more could be achieved.

What are the implications for me as a facilitator?

I do not think that I want to take on responsibility for stages 2 and 3. My skills as a facilitator are in helping the project team have the conversation during which they identify the learning. I have produced learning materials in the past, but instructional design is not my main area of expertise (nor is it where I want to spend my time). And I do not work within organisations as a KM professional to create systems to push and pull knowledge around.

I do think I have a responsibility when contracting with a client to raise these issues and ask how they think the lessons can and should be taken forward and shared – how do they see it happening? And I could share what I have learned from Nancy’s blog post.

There may also be some learning for me about the lessons learned process. When the team has identified a lesson, I could ask them to identify specifically who that lesson may be useful for – it could be a named individual or individuals, it could be people in a particular role (eg project managers). This would at least help to target the lesson more effectively.

And I could also ask the team to review all the lessons they have identified in a particular post-project review, and identify the top 2 or 3 they think have most value for other people.

What else could I do while still remaining in what Nancy refers to as the ‘sensemaking’ stage of transferring lessons learned?

* The image at the top of the post is from a post-project review that I ran in 2009


May 9th, 2010 2 comments

I got a couple of really good points from the TED video that I have embedded below. The video is a recording of Stefan Sagmeister, who runs a New York design agency. Every 7 years he takes a sabbatical year off, to recharge his batteries and to generate some new ideas.

At 1:30 Stefan describes how he sees his sabbaticals as effectively ‘bringing forward’ some of the retirement he hopes to enjoy at the en of his working life (he has a really nice animated graphic that makes his point very clearly). This is how I have been thinking of my own part-time working over the past five years. Except that I am bringing forward some of my retirement into every week – I am able to do now some of the things that earlier in my life I had been putting off until retirement. But the idea of a year-long sabbatical is even more attractive…

At 2:25 Stefan develops an idea from an earlier TED talk by Jonathan Haidt. He distinguishes between a job, a career and a calling:

  • Jobs: we do them for money, 9-5
  • Careers: we do them for promotion
  • Calling: we would do this even if we weren’t paid to do it

Apart from preferring the word ‘purpose’ where Stefan uses the word ‘calling’, this is also how I think of my own work. I am overjoyed each time I find myself doing work that I would happily do unpaid: playing games with groups of adults; sharing skills and knowledge that I find useful and interesting with new people; coaching people to achieve their goals; mediating between people in conflict. This is great work, and I want to spend more of my time doing it.

Hat tip to Alexander Kjerulf for linking to the TED video.


February 26th, 2010 Comments off

Who I work with – about my clients

I help leaders achieve positive lasting change in behaviour: for themselves, their teams and their organisation.

I typically work with Chief Executives, Chief Operating Officers, Executive Directors for People and other Executive Directors in all kinds of organisations. My clients are responsible for implementing significant change in their organisation – change that will address a problem that really matters to them – and want external help in making that change.

My clients have achieved success in their careers, which has brought them to senior leadership positions. But the skills and experience that brought them to the top are not enough to help them make the change they need. They may be feeling ‘stuck’. They know that they need to try something they haven’t done before, and they are ready to do that now.

I am a sought-after consultant, and I work with only 3 or 4 consulting clients a year.

Are any of these statements true for you?

Your organisation’s strategy isn’t working. You may have an organisational strategy, but no one ever looks at it and it makes no difference to anyone’s day job. Or the world has changed and your strategy needs to be renewed. Or you are not satisfied with how you have developed your strategy in the past, and you want something more engaging and more effective, that produces a strategy that changes your business for the better.

Your leadership team doesn’t work together. When your team meets, it gets side-tracked and wastes time. Key decisions get postponed. Decisions get ‘unpicked’ or fail to be actioned, and you waste a lot of your time ‘chasing up’ actions. Team members act as independent ‘barons’ in their own areas, and don’t work together as a team.

Your leaders don’t lead change effectively. Successful change depends on influencing and changing people’s behaviour, but your leaders use methods that don’t work. People resist change, wait for the change initiative to blow over, or just keep their heads down. You lose the people you most want to keep, and the promised benefits of change are never fully realised.

You have a problem in an area of the business that just won’t go away. You might have a persistent problem in a particular part of the business, like your customer service team. Or your annual staff survey tells you every year that ‘communication’ is a problem, despite trying one initiative after another. You are not ready to give up, but don’t know what else to try.

Being at the top can feel lonely. All those around you have a vested interest in influencing your decisions: they want a particular outcome. You may report to a board chair or a political leader, but there are some problems that you want to work through first by yourself, before taking them ‘up the line’. You know that talking things through is helpful, but you don’t make enough time to actually do it, and aren’t sure who you can trust.

People don’t tell you bad news until it’s too late. No matter how open you are, those who report to you can be reluctant to give you bad news. You find out about some problems when it’s too late: you could have fixed them with less effort if you had found out earlier. And you suspect that your leadership role means that people don’t always give you the feedback that you need, especially where you might be contributing to a problem. They don’t tell you what you need to do differently, so how can you change?

Who is most likely to succeed with the approach I take to organisational change?

You are more likely to get success in working with me if you:

  • Are committed to personal development. You know that what got you here won’t get you there. You want to continue to grow, learn and apply your learning.
  • Are willing to get help. You expect others to ask for and accept help when they need it, and you expect the same of yourself.
  • Are willing to invest in yourself and in your organisation. You will commit the time, effort and resources into improving your organisation. This includes committing your own time: you are willing to working with me as a trusted advisor, making time to meet regularly.
  • Are open to trying something different. If you do what you’ve always done, you’ll get the results you’ve always got! You are willing to try something new, even if it feels awkward or uncomfortable at first.
  • Are willing to share your thinking and reflect on your actions. You are willing to examine your own contribution to problems, and take action on them.
  • Are committed to mutually supportive relationships. You know that your success has come in part from the long-term, supportive relationships that you have developed.

If you fit the profile above you are in a good position to approach a critical change. I help leaders like you through exactly that kind of change.  Find out more about how I work.

“Yes, and” not “Yes, but”

January 21st, 2010 No comments

Drilling a well

Drilling a well

This post concludes my summary of chapter 1 of Susan Scott’s book Fierce Conversations, and covers two new techniques.

“Yes, and” not “Yes, but”

Scott describes a very simple technique which makes a noticeable difference to the quality of conversation. She recommends whenever we find ourselves about to say “yes, but”, replacing those words with “yes, and”.

“I need your help with this project.”

“Yes, but I’m very busy right now.”

The ‘yes’ here does acknowledge the need, the ‘but’ says ‘but I’m not going to meet that need’.

“I need your help with this project.”

“Yes, and I’m very busy right now.”

There’s a bit more wriggle room here – the second response doesn’t quite have the air of finality. There’s some room for discussion.

How does this work? Because saying “yes, but” acknowledges that there are competing needs, and asks us to choose between them – we can only have one or the other. Saying “yes, and” acknowledges that both realities or sets of needs can be valid, and allows us to look for ways in which everyone’s needs can be met. There’s more potential in the second response.

Mineral rights conversations

A ‘mineral rights conversation’ is one that has a clear focus, and drills down deep. The name comes from the idea that if you are drilling for water, it’s better to drill a single hundred-foot well, than one hundred one-foot wells.

A mineral rights conversation has seven steps:

  1. Identify your most pressing issue.
  2. Clarify the issue.
  3. Determine the current impact.
  4. Determine the future implications.
  5. Examine your personal contribution to this issue.
  6. Describe the ideal outcome.
  7. Commit to action.

This is a structure that could be used effectively in a coaching conversation. Scott gives a long example of a mineral rights conversation in the form of a transcript of a conversation she had with John Tompkins, the owner of a fishing company that was in trouble.  In the conversation Scott uses powerful, focused questions that lead the company owner through these steps. The conversation ends with a clear commitment on John’s part to take specific actions. And at no point does Scott offer advice or tell John what to do – he generates his own solutions. Her main strategy is just to ask good questions.

* The photograph at the top is from, reproduced under a Creative Commons Licence.