The way of paradoxes is the way of truth. To test reality we must see it on the tight rope. When the verities become acrobats, we can judge them.
How do you get a team of top leaders to fully understand each other's point of view? And to aim for the same targets and outcomes? You often can't, at least not easily, especially if you're talking about a big company. Even the best executives can't fully detach themselves from their biases and personal motivations. The truth is, you can bring a group of leaders to the trough of engagement with each other, but you can't be sure they will drink.
That was the problem faced by Cameron Clyne, CEO of National Australia Bank (NAB), a company we mentioned in Chapter ...