That’s what’s missing in many organizations, writes consultant Lynn Harris, who identifies three underlying causes for the lack of candour, and some strategies to overcome them.

Organizations are relatively simple systems. What makes them complex is that they are also intricate webs of human relationships. We need to work well with our boss, our colleagues and our subordinates to accomplish the results we want.

Confidence during times of transition is enhanced by having an accurate orientation from which to take action. The power of penetrating to the heart of the matter will position you not only to do an excellent job but also to create unique advantages, and at times, unexpected solutions.

The business executive of the future will have strong leadership skills, better personal communication, more ability to think strategically and more capability to work within a team-based work place. So what's happening on the executive development front in Canada to realise this vision?

All of the Corporate Leaders I work with have good values and positive intentions. Their intention is to 'walk the talk', inspire a shared vision and enable others. What the world sees is their impact and not their intention. Have you ever been surprised by the impact of your well-intentioned behavior?

Two of the most important competencies of corporate leaders are the ability to think and to create results. That's why they are promoted and paid more money. And yet most spend their time solving problems and fighting fires. Problems do need to be solved, but if you spend most of your working life operating from a problem-solving orientation you are unlikely to generate the results you want.

In today's complex organizational environment leadership teams need to manage many challenges: meet the expectations of multiple stakeholders, run the business while transforming the business, work through conflict and competing interests, be members of several teams in a matrix environment and manage virtual team membership.