Short essays on what occupies us: relational leadership, transformation, and getting people to collaborate when it's difficult.
Meetings without structure, neutral leaders and clear design often fail. Future meetings should have a dedicated facilitator and a designed process — just like professional sport. Without neutral process management, meetings lack energy, momentum and effective decisions.
New insights do not automatically lead to new skills. re:lead shares how we build a bridge from inspiration to integration through 'directly supervised practice' — a structured working method in which the supervisor intervenes in real meetings and helps groups develop sustainable relational skills.
re:lead and Floral are introducing Seed — a 9-week development programme that helps small and medium-sized enterprises integrate AI into their everyday operations. The programme combines technical AI competence with cultural change and change management.
AI's true value does not arise from technology alone — but from the strong collaboration and relationships we build around it. Successful AI implementation requires that we balance technical innovation with relational intelligence and treat AI as a colleague that needs to be led.
Bjørn talks with Christian Sparrevohn, co-founder of The Footprint Firm and chair of the Council for Green Transition. They explore the leadership challenges of the green transition, and the inner upgrade of leadership approach that cultural and systemic crises call for.
re:lead is recruiting new colleagues and partners through a 10-month onboarding programme. We are looking for people who want to become re:lead Catalysts and contribute to upgrading the inner human and organisational operating systems.
We long for connection and deeper authentic relationships. Circling practice offers a training ground for creating trusting connections that go beyond mindfulness. As one participant expressed it: "It's magical that I now experience myself spiritually connected to people I've just met."
Bjørn Uldall speaks with Ann-Christina Matzen Andreasen, centre leader at JAK, about developing the 90% leaderless organisation. An example of how a leadership team can upgrade an organisation's inner operating system and create engaged, responsible and trusting employees.
Bjørn Uldall speaks with Dennis Nørmark about his new book 'The Price of Unfreedom', which punctures myths about human nature and hierarchy. The conclusion: we have too many leaders and too little leadership, too much regulation and too little freedom — and organisations are paying a high price for it. Jakob Holm is also in the studio.
Bjørn Uldall talks with Eva Damsgaard about Inner Development Goals (IDGs) — an initiative that supplements the UN's SDGs by making concrete the inner human development necessary to succeed with society-focused goals. Eva has also developed a board game, which is tested live in the episode.
All human interactions can lead to stagnation, deterioration, or development. Healthy group dynamics are crucial for employee growth and organizational cohesion. This article explores how groups can move beyond limiting patterns through focused self-scrutiny, identifying dysfunctional dynamics, and intentional collaborative effort to create developing relationships based on trust and reciprocity.
Purpose-driven action learning enables organisations to navigate complexity by uniting everyone around a clear strategic purpose. Using Call Me's transformation as an example, the approach demonstrates how employees are empowered to continuously ask whether their actions build trust — thereby closing the notorious 'Purpose Gap'.
Of all leadership and development tools, the ability to create transformative conversations is the most important, most potent, and most universally applicable in everyday practice. The quality of the conversations we hold determines what we are able to accomplish together — and psychological safety is the prerequisite for them to occur.
Developmental theories from Kegan and Torbert offer maps for how people develop through different stages of meaning-making. More than half of leaders lack a self-authoring meaning structure, which limits their ability to navigate complexity and implement agile systems effectively.
As digital operating systems handle more and more analytical tasks, our inner human operating system must develop unique capacities to navigate complexity. Upgrading the inner operating system — through relation, sensing, thinking, collaboration and action — is essential for solving modern organisational challenges through engaged co-creation.
Bjørn Uldall speaks with Rasmus Kjeldahl, director at Børns Vilkår, about leading an organisational upgrade to sociocracy. Rasmus shares insight into the leader's essential role in such structures, and how he resolved recurring challenges despite extensive leadership experience.
97% of CEOs say they need to transform themselves and their organisation. 45% admit that their greatest blind spot is not listening. A cultural upgrade of our organisations and leadership is necessary — from exploiting resources to unlocking human potential.
A conversation between re:lead partners Bjørn Uldall and Hanne Lindblad about how we can construct a society and organisations that serve us better. The episode zooms in on re:lead's new research initiative and the importance of the inner operating system for good leadership.
There is fierce competition for talent. More and more companies are actively seeking young candidates who have a natural understanding of complex systems and problems. But in the midst of the search for new talent, are you also remembering to develop the talent you already have?
Do you belong to those who believe feedback is healthy and necessary to create development? Or are you of the view that feedback does more harm than good? My experience is that both camps have hold of half a truth.
Call us or send an email — and we'll arrange a no-obligation meeting about your specific challenges.