Adamantine passionately believes each company must now narrate its existence in the energy future. And the game-changing leaders we work and talk with share our urgency: They see the need to proactively engage with the disruptions of social risk now underway. Yet we also hear this common and warranted response: Ours is a small company with limited resources — what should I do?
I was walking the streets of Washington, D.C., when I learned presidential candidate Joe Biden had secured 279 electoral votes, cementing his victory. Up and down every road, people cheered, cars honked their horns, and a crowd marched to the White House to humiliate the soon-to-be former president of the United States.
Unity. Healing. Bridging the divide. Many of us find that these words speak to our aching, politically exhausted hearts, but at the same time, leave us feeling immensely frustrated and helpless.
You and your team of Whisperers have identified a looming crisis your organization needs to prepare for — and now you need to build consensus around the response and solution. How do you gain internal consensus around proactively addressing impending crises, particularly when not everyone in your organization sees what you see around the curve?
By Matt Lepore and Michael Teague Sustainable energy development requires a balancing of environmental, social, and economic interests, each of which is in constant flux.
by Michael Teague Your team, your Whisperers, have brought you great information — and now you need a vetting process to sort the true crises
by Michael Teague Sometimes when you look around the curve you come upon a fork – and this installment of the Looking Around the Curve series comes
For leaders, the immediate has a nasty habit of pulling at every minute of your day. In the midst of dealing with current crises, you
