『On the Subject of Leadership』のカバーアート

On the Subject of Leadership

On the Subject of Leadership

著者： Dr Robert N. Winter
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On the Subject of Leadership is a long-form conversation about what makes organisations work—and why much of what passes for leadership advice does not. Each episode features an executive or practitioner whose conclusions have been tested in consequential settings. The work is analytical, not anecdotal: incentives, power, trust, culture, and the limits of authority. Ideas are challenged, not affirmed. This is not motivational theatre. It is a search for what holds up under pressure. If you take leadership seriously and are sceptical of easy answers, this is for you.Copyright 2026 Dr Robert N. Winter マネジメント マネジメント・リーダーシップ 哲学 社会科学 経済学
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  • Tim Newbold: Doing Less with More

    Tim Newbold: Doing Less with More
    2026/10/06

    Management has a long habit of inventing instruments to turn intention into action, and an equally long habit of watching each one harden into paperwork. When it happens, we blame the organisation rather than the instrument. Tim Newbold, founder of OKR Quickstart, has spent the better part of a decade coaching organisations through Objectives and Key Results, and he has watched more of these rollouts succeed and fail than most people will see in a career.

    His view is that the tool is rarely the problem. What fails is the organisation around it: leaders who use goals to tighten control, teams run so close to capacity that nothing can improve, and a culture in which nobody will put their name to a decision. From his first internship, writing specifications that never became working systems, to the clients he now turns away, Tim explains why busy organisations get less done, why people set low targets on purpose, and why the most useful thing a manager can give a team is permission to say no.

    It is a practitioner's account, frank about its own failures, and it leaves open a question worth sitting with: if every failure belongs to the culture, what would it look like for the instrument itself to be wrong?


    Takeaways

    1. An organisation that cannot say who may approve a decision optimises for non-decision, and the waste that follows looks like activity.
    2. Running people at full utilisation produces gridlock rather than output; in trying to do more with less, organisations end up doing less with more.
    3. Where goals are used for control, teams set deliberately low bars and get on with the work they believe matters.
    4. Saying no is a gift a leader can give a team, but only when the team understands the strategy well enough to know what to refuse.
    5. Make someone's job depend on hitting a target and the number will be hit, whether by gaming the system or something worse.

    Chapters

    • (00:00) - Highlights, and why management instruments harden into paperwork
    • (04:48) - Eighteen years of specifications that never shipped
    • (09:57) - Nobody teaches leaders to lead, and tenure shows it
    • (15:31) - Fragile by design: control and the view from the top
    • (21:27) - Lean is not the same as fully utilised
    • (29:49) - Busy work, and the gift of saying no
    • (38:51) - Escalation, borrowed authority, and whose fault it is
    • (48:01) - Making space: problems, capacity and the time audit
    • (53:00) - When a measure becomes someone's job
    • (57:26) - A strategic house is not a strategy
    • (01:08:06) - Lightning round: one objective, Drucker over Grove, and OKR theatre


    Guest Links & References

    • Tim Newbold on LinkedIn
    • OKR Quickstart
    • Strategy Candy Podcast
    • L. David Marquet, Turn the Ship Around! (2012)
    • Peter M. Senge, The Fifth Discipline (1990)
    • Peter F. Drucker, The Practice of Management (1954)

    About the Show

    On the Subject of Leadership is a long-form interview series, with a written companion, on governance, organisational culture, and how decisions are actually made. Guests are challenged rather than affirmed, and the argument continues in writing after the recording stops. For people who are sceptical of easy answers.


    Hosted by Dr Robert N. Winter.


    Subscribe / Follow

    Newsletter / Website: robert.winter.ink

    LinkedIn: dr-robert-winter

    X: @DrRobertWinter

    Instagram: DrRobertWinter

    Mastodon: social.winter.ink/@robert

    YouTube: @OnTheSubjectOfLeadership


    Credits

    Recorded remotely via Riverside

    Music: The Hidden Thread by Roberto Prado / Artlist
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    1 時間 16 分
  • Pamela Wyatt: Organisations Don't Change Because They're Criticised

    Pamela Wyatt: Organisations Don't Change Because They're Criticised
    2026/09/08
    No organisation matches the brochure. The question is what you do about the gap — and whether you have any right to.International development runs on a settled principle: reform must be owned by the government that enacts it, or it will not survive the funding. The outsider advises. The sovereign decides. Adaptation is the professional virtue and imposition the professional sin.The difficulty is that the sector is also, unavoidably, in the business of changing things. My guest this week has spent a career on both sides of that contradiction — and, in the course of an hour, states a principle of deference and then describes several occasions on which she overruled it.Pamela Wyatt began in Australian retail banking and established ANZ's offshore operations hub in Manila. She spent close to a decade at the Asian Development Bank, six years of it negotiating governance reform with Pacific governments, with private sector work across Central Asia. She led the Bank's Gender Task Force, examining her own employer's record and reporting to its vice-presidents. She is now Head of Business Transformation for Asia-Pacific at DT Global — the delivery side of the industry she once financed.TakeawaysBeing the outsider is a working method, not a handicap: it licenses the basic question that a room of experts has stopped asking.Seating, titles and forms of address are not the packaging of an institution. They are how it assigns standing — and moving someone to the table is a redistribution, not a courtesy.Not everyone wants the seat you think they are entitled to. Some of the chairs against the wall are protecting the people in them.A quota that is loosest at the most senior levels is not a badly designed instrument. It is a well-designed one, if the purpose is to be seen to have quotas.Organisations do not change because they are criticised. They change when enough people become uncomfortable — which means the report may be the by-product and the interviews the intervention.Growing sustainable change and delivering change are two different things, and funding follows the one that can be measured inside a programme cycle.Adaptability as a leadership style has an exception clause, and everything interesting is in the exception.Chapters(00:00) - The Advice That Sounds Right and Is Wrong (01:19) - A Word Before We Begin (02:02) - Introduction: Leadership Where Authority Runs Out (05:09) - Your Leader Is Part of Your Family (07:33) - A Career That Resists the Box (11:00) - Not Everybody Wants to Lead (15:09) - Imagine the Room Is Empty (17:06) - Sixty-Seven Nationalities and the Pull of Home (21:10) - What the Translator Takes Away (25:30) - No Organisation Matches the Brochure (28:46) - Some People Want the Chair Against the Wall (30:32) - Credibility Is Trust, and PNG Was a Message (37:22) - Tajikistan Is Not Tonga (39:07) - Adaptation, or Normalising What Should Not Be (43:57) - Grow Change, Don't Deliver It (48:35) - The Mouse They Had Never Used (50:46) - Holding the Mirror to Your Own Employer (57:02) - The Pipeline Problem and the Courage of Conviction (00:17) - Hearts and Minds, or Just the Number (01:57) - Lightning RoundGuest Links & ReferencesLinkedIn — https://www.linkedin.com/in/pamelawyatt01/On gender-responsive budgeting in Fiji — a short ADB piece in which Wyatt sets out how gender analysis is embedded in the budget cycle. Useful background to the second half of this conversation: https://www.youtube.com/watch?v=cS-z_cF3VUYAbout the ShowLong-form conversations for people who carry responsibility. No slogans — clear thinking on authority, judgement, coordination, and accountability under real constraints.Hosted by Dr Robert N. Winter.Subscribe / FollowNewsletter / Website: robert.winter.inkLinkedIn: dr-robert-winterX: @DrRobertWinterInstagram: DrRobertWinterMastodon: social.winter.ink/@robertYouTube: @OnTheSubjectOfLeadershipCreditsRecorded remotely via RiversideMusic: The Hidden Thread by Roberto Prado / Artlist
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    1 時間 4 分
  • Professor Alistair Noble: A University Is For Saving the World

    Professor Alistair Noble: A University Is For Saving the World
    2026/08/25
    The Commonwealth supplies less than half the revenue of Australia's universities and sets very nearly all of their terms.We have spent a decade arguing about fees, caps, international student numbers and research funding, and each of those arguments quietly settles the larger question — what universities are actually for — without ever putting it to a vote. Price a humanities degree high enough and you have made a claim about the worth of the humanities. You have simply made it with a spreadsheet rather than an argument.Professor Alistair Noble has worked inside almost every model this country uses to answer that question: the large public research university, the private specialist college, the regional university, and now a small independent institute. In this conversation he declines the framing I brought him — that universities are becoming trade schools — and offers a better one. Then he shuts the door on his own argument for lighter regulation, and does it honestly.TakeawaysPrestige in Australian higher education is a colonial inheritance wearing the costume of a quality ranking.The question is not whether universities have become too vocational. It is what is being lost that nobody is counting."Regional Australia" is a category invented in capital cities for capital-city purposes, and a well-funded institution can stifle the culture that was already there.Talent does not reliably out. Someone has to notice it and say so, or it is never converted.Compliance is the price of doing business. It is a floor, not evidence of quality.The case for lighter-touch regulation fails on trust — and the sector's own governance record is why.The part of a university that does not scale is the part that matters.Chapters(00:00) - Introduction (01:40) - What we argue about when we argue about universities (04:39) - Four institutions, one career, and what the comparison shows (09:40) - Prestige, rankings, and the colonial inheritance (19:00) - What a scholarly community loses at one hundred thousand students (23:04) - Refusing the trade school framing: not too vocational, but losing something (28:12) - Regional Australia as a category invented in the capital cities (32:51) - When the university stifles the culture already there (36:46) - Talent does not out on its own — someone has to say so (42:46) - Compliance is the price of doing business, not evidence of quality (45:08) - Tainter, diminishing returns, and a sector past its point (46:25) - Government funds under half and governs as though it funds all (50:27) - Why the trust required for lighter regulation is not there (58:37) - Regulation exists because something bad happened first (01:06:41) - What is it to be human, and what that asks of the humanities (01:11:02) - Nan Tien: values, secularism, and permission to try things (01:17:21) - A language is a technology of thinking (01:23:56) - On being the head of a collaborationist government (01:31:19) - The part that does not scale (01:33:40) - A sentence quoted back after twenty-five years (01:37:03) - Lightning round: the most overrated word in higher education (01:40:09) - Feldman, hidden structure, and why no rules makes us timidGuest Links & ReferencesProfessor Alistair Noble - LinkedInAbout the ShowOn the Subject of Leadership is a long-form interview series, with a written companion, on governance, organisational culture, and how decisions are actually made. Guests are challenged rather than affirmed, and the argument continues in writing after the recording stops. For people who are sceptical of easy answers.Hosted by Dr Robert N. Winter.Subscribe / FollowNewsletter / Website: robert.winter.inkLinkedIn: dr-robert-winterX: @DrRobertWinterInstagram: DrRobertWinterMastodon: social.winter.ink/@robertYouTube: @OnTheSubjectOfLeadershipCreditsRecorded remotely via RiversideMusic: The Hidden Thread by Roberto Prado / Artlist
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    1 時間 45 分
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