Why Extreme Leadership?

We are living if the new economy characterized by rapid unpredictable change and volatility. Volatility and chaos aren't bad or good they are just realities.

This venture leadership style is especially relevant when you innovate proactively, launch a world-changing high-growth startup, lead a big change or radical innovation project. Leading such ventures is a war-style journey because they have a lot of diverse enemies... More




While associated with strife, hardship, and discontent, volatility and chaos are also synonyms for fundamental change, breakthroughs, discoveries, and optimist. "In this new world, leaders must anticipate, rush to think, reach out, build enduring bonds with customers and stakeholders, and get comfortable with leading at the edge of chaos," says Emmet C. Murphy.

Foresight and change anticipation is a hallmark of great leaders Download PowerPoint presentation, pdf e-book. To guide your organization through volatile times, you must learn how to see the patterns in chaos and take charge, learn how to act boldly to safeguard your organization and lead it to a brighter future, and to alter your strategies to prepare for whatever the world may bring next.


Two Techniques for Turbulent Times

① Practice crisis anticipation

② Determine what can go wrong... More




To Lead in Volatile Times You Must:

learn to create change in order to stay ahead of the volatility curve and its inherent dangers

learn to manage  constantly emerging opportunities, rapid upturns and downturns

learn to anticipate and prepare for volatility  >>>

distinguish structure and rules amidst chaos




Case Studies BP

Finding an Equilibrium between Chaos and Order

When John Browne became head of BP exploration in 1989 he was determined to create more value more value Download PowerPoint presentation, pdf e-book for both customers Download PowerPoint presentation, pdf e-book and shareholders.




Although BP was successful, Browne knew that the world was changing and in the face of an uncertain future, the business had to become more adaptive.

9 Signs of a Losing Organization

So what did he do? He did not call in the strategic planners or continue to restructure and rationalize assets. Instead, he took a more courageous step and decided to raise the creative tension. Moving with, rather than against, the increasingly heightened turbulence of the early 1990s, Browne established the preconditions necessary for creating such tension and deliberately moved the organization to a situation that was at the edge of chaos. That is, the point at which a natural equilibrium is found between chaos and order, comparable to the conditions in the evolving natural world.

Browne and his team were consciously evolving BP into an adaptive organization, one that would be better able to survive and prosper in today's uncertain and turbulent times.





Extreme Leadership Mindset