vladimir

Most leadership training is designed for the wrong problem. It teaches frameworks. It doesn't build leaders. After 18+ years watching what actually separates the ones who last from the ones who don't, we built Tweakademy with 9 other practitioners across 4 continents. Not a course. A programme. Six layers — from knowing yourself under pressure to leading systems that outlast you. Ten experts. Nine countries. One uncomfortable truth: leadership is learnable — but only if you're willing to look at yourself first. https://lnkd.in/dV-i3H9M Cohort openings available. Book a free exploration session at calendly.com/tweakist if you want to know whether it's the right fit - for you and/or your teams! #Tweakademy #LeadershipDevelopment #FutureOfLeadership

I came back from Singapore, but there is one thought that stayed with me. I spent three days at the STARS conference, listening to conversations about power, leadership and the way countries position themselves in a changing world. One sentence from Dr. Parag Khanna stayed with me: The biggest country does not necessarily win anymore. The most gravitational one does. Singapore is a strong example of that. It is a small country with limited natural resources, yet people, capital, ideas and businesses from all over the world are drawn to it. It has deliberately built relevance, trust and connection. Later, standing near a white olive tree, a diplomatic gift and symbol of peace, I kept thinking about the same idea. We often associate power with size, authority or control. But real influence is frequently much quieter. It comes from becoming the place where people want to meet, exchange ideas and build something together. The same is true for leaders and organisations. You do not need to be the loudest person in the room or the largest company in the market. But you do need to create enough value, clarity and trust that people naturally move towards you. Size may give you visibility. Gravity gives you influence. — Vladimir Greavu Author of Good Leader, Bad Leader Creator of Tweakademy Partner Director DACH, Druid AI

Most AI projects stall at the pilot stage. This one didn't. I've spent years inside customer service operations, and the pattern is always the same: AI succeeds when it's tied to business outcomes, not technology demos. That's exactly what Asiacell did with LAILA. A chatbot that started in support and became a revenue-generating channel. Self-service adoption up. Three languages served — Arabic, Kurdish, English — because accessibility isn't optional in telecom. My colleague Cristina Calut is hosting the session on July 28, and you'll hear it straight from the Asiacell team: what broke, what they learned, what it delivered. If you work in telecom or any regulated industry and want proof over promises, this is worth an hour. Register via the link in Cristina's post. 👇

A four-star General who commanded US and NATO forces in Afghanistan said something every CEO should hear: Your company will never move faster than its slowest decision. General John R. Allen has led in environments where waiting for perfect information was not an option. Today, as a strategic adviser to Microsoft, he sees the same problem inside companies adopting AI. They buy faster technology, automate reporting, analyse more data and detect risks earlier. But every meaningful decision still travels through five meetings, three departments and one executive waiting for “a little more certainty.” The information moves faster, the organization does not. General spoke about mission command: leaders define the mission, the boundaries and the desired outcome, then push decision-making as close to the action as possible. It means creating enough clarity that people can act without constantly asking for permission. Your team should know: What are we trying to achieve? What risks are acceptable? Where are the boundaries? What matters when the original plan stops working? In fast-moving environments, the plan will stop working. AI can help people observe faster, recognize patterns and evaluate options, but it cannot fix a culture that punishes every imperfect decision. As Allen’s strategic leadership framework puts it, risk aversion can eventually immobilize an entire organization. The next competitive advantage will not belong to the company with the most AI tools. It will belong to the company whose people know when they are trusted to act. — Vladimir Greavu Author of Good Leader, Bad Leader Creator of Tweakademy Partner Director DACH, Druid AI

Writing Good Leader, Bad Leader forced me to sit with 20 leadership patterns I'd lived through over 18 years. Some of them I admired. Some of them I'm still recovering from. Every two weeks I take some of those patterns — power dynamics, trust, pressure, decision-making — and break it down in a way you can actually use. Not theory. Real situations. Real consequences. If you want that kind of thinking delivered straight to your LinkedIn inbox, subscribe to my newsletter. Link in the comments. -- Vladimir Greavu