This article contains additional content for each of the Core Drivers, offering curated videos and articles to help users explore their unique drivers in more depth and identify practical ways to develop them. It complements the in-platform experiences available through the Dynamo Learning goals, which provide more structured and personalized development pathways.

Effective leaders build inclusive and cohesive teams by cultivating strong relationships. Compassion, empathy, and the willingness to have difficult conversations help leaders maintain trust and psychological safety within their teams.

This TED talk emphasizes the power of words in shaping relationships, society, and outcomes. It highlights how careless communication can cause harm, while thoughtful word choice can ease difficult conversations.

This TED talk argues that disagreement should not be avoided. Constructive conflict and open debate help teams question assumptions, spark new ideas, and reach better solutions. By encouraging people to speak up—even when their views differ—leaders foster innovation and resilience.

Managing relationships is critical for effective leadership. Leaders who can act with compassion will produce teams that are more inclusive and cohesive. Managing relationships also requires the ability to have tough conversations when needed. Here are some resources to help you better manage relationships.

What makes a great leader? Management theorist Simon Sinek suggests that it's someone who makes their employees feel secure, who draws staffers into a circle of trust. However, creating trust and safety—especially in an uneven economy—means taking on significant responsibility.

This short animated video explains why miscommunication occurs: people often assume others share their knowledge, context, or intent. The talk demonstrates how simple misunderstandings can spiral and offers practical tips - such as clarifying assumptions and actively listening - to reduce miscommunication.

Turning a compelling vision into reality is one of the hardest challenges in leadership. Success requires clear objectives, disciplined planning, and the flexibility to adjust as conditions change.

The video explains the difference between strategic planning and strategic thinking and why both are essential for organizational success.

This Mooncamp article explains that strategy execution means turning strategic plans into action by aligning team efforts and allocating resources effectively. It outlines seven steps: set clear objectives, assign roles, provide resources, execute the plan, remain flexible as circumstances evolve, support your team, and reflect on results to optimise future performance.

Turning your vision into reality is one of the hardest challenges a leader can face. The ability to stay organized, think ahead, and act decisively will help you realize your vision. Here are some resources to help you further build these skills.

Entrepreneur and CEO Kim Perell emphasizes that execution is a key driver of success. She highlights five essential traits for mastering execution: vision, passion, action, resilience, and relationships. By developing and applying these traits, individuals can strengthen their ability to execute effectively and achieve lasting success.

MIT Sloan Management Review argues that strategy execution should be an iterative loop rather than a linear process. Real‑world conditions require managers to continually capture new information, make midcourse corrections, and adjust timing; strictly linear planning separates formulation from execution and prevents learning.

Strategic thinking involves intuitively understanding where your team and organisation need to go and how to get there. Great strategic leaders unite people around shared goals and balance competition with collaboration.

Rather than using rigid quarterly timelines, this article suggests adopting a futurist’s “time cone” to plan across multiple horizons. Short‑term tactics (2 years), mid‑term strategy (5 years), and long‑term vision (10 years or more) overlap; cross‑functional teams regularly review and adjust the plan to stay resilient amid disruption.

Blue Ocean Strategy shows that instead of competing in crowded markets (“red oceans”), companies can break industry boundaries to create new, uncontested spaces (“blue oceans”) where competition becomes irrelevant and growth thrives.

Thinking strategically describes a leader's tendency to intuitively understand what direction their team and organization need to go in, and how to make that happen. The most strategic leaders know how to bring people together to achieve these goals and balance competition with collaboration.

This article explores six practical ways to develop and master strategic thinking skills. Whether you’re a senior executive or an emerging leader, these habits can help you drive long-term success—and contribute meaningfully to your organisation’s future.

Imagine where you want to be someday. Now, how did you get there? Retrograde analysis is a style of problem-solving where you work backwards from the endgame you want. It can help you win at chess - or solve a problem in real life. At TEDYouth 2012, chess grandmaster Maurice Ashley delves into his favorite strategy.

Coordinating action across a team requires influence. Effective leaders draw on interpersonal skills and networks to motivate people, share information, and build coalitions.

Strong leadership thrives on thoughtful, strategic networking—not merely by adding contacts, but by cultivating meaningful connections across diverse network types to drive career and organizational growth.

Happiful magazine outlines six practices for effective teamwork: cultivate good communication so everyone feels safe to speak up; show mutual respect for people’s differences; embrace a growth mindset by viewing mistakes as learning opportunities; celebrate successes together so everyone feels part of the team’s achievements; build trust through openness and support; and create a joyful environment where team members find fulfilment.

Every leader needs to be able to coordinate action among their team. The most effective leaders leverage their interpersonal skills, social network, and communication skills to engage, inspire, and influence others.

Success and inspiration don’t come from what you do, but from why you do it. Great leaders and organizations (like Apple, Martin Luther King Jr., and the Wright brothers) inspire by starting with purpose, cause, and belief — their “Why.”

The human voice is a powerful instrument, but people often aren’t heard because of unhelpful speaking habits. We can speak so others listen—and create change—by avoiding those habits and adopting clear principles and vocal techniques.

Organisations remain competitive when their leaders balance short‑term execution with long‑term innovation. Encouraging entrepreneurial thinking empowers team members to experiment and own a piece of the business.

This video examines how innovative companies challenge incumbents by offering simpler, more affordable products that open new markets. Leaders learn how to recognise disruptive trends and adapt their strategies to avoid being overtaken.

How do creative people come up with great ideas? Organizational psychologist Adam Grant studies "originals": thinkers who dream up new ideas and take action to put them into the world. In this talk, learn three unexpected habits of originals — including embracing failure.

The organizations that can stay relevant and grow in these uncertain times are led by individuals who are innovative and entrepreneurial. They balance short and long-term goals, keeping their team and organization adaptive and ahead of the competition. Here are some resources to help you build your ability to lead innovation.

What can we learn from the world's most enduringly creative people? They "slow-motion multitask," actively juggling multiple projects and moving between topics as the mood strikes -- without feeling hurried. Author Tim Harford shares how innovators like Einstein, Darwin, Twyla Tharp, and Michael Crichton found their inspiration and productivity through cross-training their minds.

Advisorpedia suggests five ways to help employees think like entrepreneurs: hire problem‑solvers who have demonstrated innovative ideas; clarify where great ideas are needed and how success will be measured; make information accessible so employees understand the broader context; give team members a piece of the business to own, granting authority as well as accountability; and reward risk‑taking, even when results are uncertain, by emphasising learning over blame.

Resilience helps leaders and teams bounce back from setbacks and adapt to change. However, resilience must be healthy; overemphasis on toughness can harm well‑being.

Resilience is generally valuable, but excessive resilience can be harmful. It may cause people to tolerate unfulfilling jobs or toxic bosses for too long, and in leaders, it can foster overconfidence, rigidity, and blindness to weaknesses. While resilient leaders may appear strong and reassuring, they are not always effective for teams or organizations as a whole.

Amy Morin, psychotherapist and author of 13 Things Mentally Strong People Don’t Do, emphasizes that mental strength—like physical strength—can be built through practice. By learning to regulate thoughts, manage emotions, and act productively despite circumstances, anyone can unlock their full potential.

In times of challenge and stress, leaders are a source of stability and resilience for their team. Leaders who can handle pressure, do not give up or crumble when things go wrong, and can display stamina will lead their teams through the most challenging of situations. Here are some ways you can grow your resilience as a leader.

Resilience is not a fixed trait—it’s a set of learnable strategies that can help people endure and grow through life’s hardest challenges, even unthinkable losses. With conscious effort and everyday strategies, anyone can strengthen resilience and find hope, even in the darkest circumstances.

This article defines resilient employees as those who build strong connections and effectively manage stress through positivity and emotional insight. It recommends five strategies: cultivate positivity by focusing on strengths; develop emotional awareness to understand feelings; maintain work‑life balance; nurture a sense of spirituality or meaning; and practice reflection to learn from challenges.

Cognitive diversity—the presence of different perspectives, problem‑solving styles, and experiences—drives innovation. Diverse teams are more likely to generate creative ideas and adapt to changing environments.

Deeper Signals explains that companies with above‑average diversity report significantly higher innovation revenue and profitability. To build cognitive diversity, hire people who are different from you, broaden and deepen the candidate pool, pair people with different approaches to extend team thinking, and create psychological safety so everyone feels comfortable sharing ideas.

High‑performing organisations need leaders who combine humility with competence. Overconfidence without capability can create toxic cultures and drive away talent.

DeBoer Fellowship summarises Harvard Business Review’s research showing that incompetence often stems from arrogance and overconfidence. Human resources must distinguish between confidence and competence when assessing potential leaders. The article offers nine questions to evaluate candidates and emphasises selecting leaders who demonstrate humility, integrity, and the ability to learn.