Who or what writes your rules? Most of us have some conscious sense of our inner ‘code’ – the values or beliefs that underpin our way of relating to the world. As leaders, most will have had the opportunity to actively reflect on this ‘code’ in the context of their developing leadership style and behaviours.Read more
Responding well is an inner game Somewhat depressingly, expediency and opportunism seem to characterise much of the current leadership landscape in public life. Yet these behaviours have no business in leadership driven, as they seem to be, by self-interest rather than the good of all and less likely to ensure we do the right thing.Read more
Putting the spirit in team Team spirit is a bit like rapport, you know it when you see it. It’s that quality where the team is in perfect sync, not all doing the same thing but in the ideal formation…connecting as if by telepathy, moving as one. More gets achieved, the quality is higher andRead more
Dare to fantasise about the future of work… What’s the most extreme fantasy of the new era of work and the future workplace that you can imagine? Contemplating the scale and pace of change over the past 40 years since I first worked in the local ironmongers on a Saturday at the ripe old ageRead more
What’s love got to do with leadership? Okay so we’re more comfortable with the idea of emotions and feelings at work. Emotional Intelligence is in the mainstream (though not everywhere in my experience) and we know the difference it makes to our success in work and life. But I think there’s still one taboo weRead more
Taking the brakes off your business and all that’s jazz Agility is a hot topic in business right now but what does it really mean, how can we get some of it and will it make a difference? Let’s think about the personal for a moment. Being agile is, for sure, a desirable quality. ItRead more
Risk or addiction – what’s your excuse? A couple of blogs have caught my attention referring to the psychology underpinning our preferences for getting caught up in the urgent activities rather than getting on with the important stuff. The underpinning thought is that we get caught up in the urgent activities because it’s safer –Read more
Focusing on our people first If we were to measure an organisation’s performance only on how well it treated its own people I wonder how many would be world class or find their performance rating as highly on this dimension as their financials? There are some great examples that would make the grade…South West AirlinesRead more