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ACE Leadership Hub
Articles, videos, and event galleries from Daniel Ade-Peters and the ACE Leadership Hub community. Filter by content type or pillar.
A country was reduced to rubble in 1994, its institutions destroyed, its social fabric torn apart by mass killing on a scale that took the lives of roughly one in every ten of its citizens.
I want to open with a finding that genuinely surprised the researcher who discovered it, because I think it overturns the most common assumption people bring to workplace conflict...
I want to open with a sentence spoken at a conference in Lagos this past March, because I think it captures, in eight words, the entire argument of this piece.
I want to begin this piece differently from the others in this series, because the subject genuinely calls for it...
In a med-arb proceeding, the parties agree in advance, usually in writing, to a sequence: they will attempt mediation first, and if mediation fails to produce a full agreement, the unresolved matters move directly into binding arbitration.
People often arrive at their first mediation with a picture in their head that does not match the actual job...
I want to begin with a comparison that I think genuinely surprises people the first time they hear it stated plainly...
I want to tell this story the way it actually happened, because I think the sequence of events matters as much as the eventual outcome.
American businesses alone lose an estimated 1.2 trillion dollars every year to a single, almost invisible failure...
There is a story I tell often, because it changed how I think about the word "winning" more than almost anything I learned in law school...
Three hundred family business executives, representing companies worth hundreds of millions to over a billion dollars each, were asked a simple question, and their answers contradicted each other in a way researchers had to give a name: the "succession paradox.
For more than a century, one of the most repeated claims in motivational culture has been that human beings use only ten percent of their brains...
Eleven of eighteen separate studies tracking medical trainees found the same disturbing result: empathy declined, measurably, the longer the training continued.
A government can fully understand why its poorest citizens cannot survive a subsidy cut, and still cut the subsidy.
Nearly thirty-four thousand people across twenty-eight countries were asked, in late 2025, a simple question about the people leading them.
More than five thousand eight hundred project professionals were surveyed worldwide, and the finding should trouble every organisation that believes its strategy problems are strategy problems...
I once worked alongside a brilliant litigator who could not, for the life of him, negotiate a peace deal between two feuding business partners...
A question I am asked constantly, by clients on both sides of a dispute, is some version of the same worry: "If we settle this through mediation instead of fighting it out in...
In the summer of 2014, twenty-five thousand employees of an American supermarket chain did something almost without precedent in modern labour history:
I think of in-house counsel as the people guarding the back door of a company...
I want to state plainly, before anything else in this piece, how I intend to handle a term that is itself the subject of genuine, serious dispute...
McKinsey surveyed more than twelve hundred business leaders across the world's largest companies and arrived at a number that should unsettle every board, government cabinet, and household relying on a leader to actually lead:
I have sat in church leadership meetings where the word "servant leader" was used so often, by so many different people, that it had nearly stopped meaning anything.
I want to begin with a number that I think should genuinely unsettle anyone reading this. Only about thirty percent of workers ask for higher pay when they are hired.
I have never built anything of lasting value alone, and I do not believe anyone genuinely has...
I still remember the first time I read Getting to Yes. I was a younger lawyer then, still convinced that winning an argument meant out-arguing the other side...
I want to say plainly, before going further, that I hold genuine admiration for the man this piece examines, and I do not think that admiration compromises the honesty of what follows.
I want to begin by being explicit about the spirit in which this piece is written, because the subject invites a register I want to deliberately avoid.
I want to start this piece by stating something plainly that I think gets lost in most discussions of global business negotiation: the world has become a genuinely seamless market, where a...
I once watched an American executive nearly destroy a promising joint venture in Lagos because he could not understand why his Nigerian counterparts kept...
I want to study Mark Carney's leadership method for the same reason I have studied the two leaders examined earlier in this series:
I have watched a particular pattern repeat itself enough times now that I no longer find it surprising, only sad.
A man once walked into my office convinced he wanted to sue his business partner. He had every right to be angry, the partner had genuinely wronged him.
I want to start with something that genuinely surprised me when I first learned of it, because it reframed how seriously I now take this subject.
I once sat across from a man who, every twenty minutes or so, stood up, walked to the corner of the room, and made a phone call.
I want to open this piece with a confession rather than a thesis, because I think it sets up the honest argument better than a tidy opening claim would.
I want to be upfront about how I am approaching this piece, because the subject invites strong feelings that have nothing to do with negotiation technique.
There is a particular kind of silence that falls over a negotiation when one side suddenly realises they have nowhere else to go.
I want to approach this piece the same way I approached the previous one in this series: setting policy judgments to one side and examining, as carefully as...
A car dealer once named a price before I had even finished sitting down. I had not asked anything yet.
I built the ACE framework out of a frustration I could not shake for years. I kept meeting genuinely talented young leaders, sharp, driven, full of real potential...
Most leaders are preparing their next point while someone else is still talking. Here's why that's costing you more than you think.
