Leadership Blog

Leadership from Chairs in Non-Profit Organisations

We are interested in the findings of a literature review undertaken on behalf of the England-based Association of Chairs which, as part of its aims, creates and disseminates new knowledge to its members through research, analysis and exchange.

Leadership Lessons: Roberto Martinez and Tough Love

We have previously blogged on Alex Ferguson and his phenomenal success as a leader and the manger of Manchester United.  He has great leadership qualities but as we have said before, every leader has their own style – some exemplary, some not to be recommended to others.  . 

Risk Needs Leadership At All Levels

Organisations that are anxious to avert disasters should give their people more responsibility instead of smothering them with rules.  Addressing a room filled with the great and good of the banking world last October (2013), Martin Wheatley explained that blindly following the rules was not enough to avert disaster.

Shareholder Leadership Carries Warning for the Board

Tesco faces pressure from leading shareholders to start “shock and awe” price cuts after Wm Morrison sent tremors through the industry by promising to plough £1bn into discounting.  It will be interesting to see if the Board follows.  Strategy is at the heart of effective leadership and this is a serious issue for Tesco’s board to address.

Are Some People Unleadable?

It is reported that early last week, on Monday the 10th March 2014, Euan Sutherland picked up his iPhone and started to draft an email to his chairman.  The CEO of the Co-operative Group had spent the previous 24 hours stewing over his future.

He had decided to quit.  The email would end a 10-month reign that had seen him save the Co-op’s banking arm from nationalisation, sever the group’s ties with the Labour party and move to shake up its lumbering structure.

How to Lead Change

So your manager has recently told you about a major change initiative agreed at the last board meeting.  You’ve now got the task of breaking the news to the team/s under your control.  And then you’ve got to get on and implement that change.  Where do you start?  What are the problems you’re likely to face?

This change initiative has really come at a bad time.  You’re short-staffed as it is, and nobody’s able or willing to devote time to these new developments.  What’s more, it is possible your people:

How to Adapt Your Leadership Style

The most effective leaders adapt their style of leadership depending on who or what they are dealing with.   Learning to use more than one or two different leadership styles on a regular basis, as a professional golfer would select different woods and irons over the course of a round of golf, takes a bit of practice.  Here are some suggestions to help you broaden your style by increasing your self-awareness.

How to Build Your Emotional Intelligence

Continuing our weekly series of practical "How to..." articles, we are offering some advice on how to build your emotional intelligence.

Emotional intelligence (EI) can be characterised as a set of skills and competencies - such as initiative, empathy, trust-building and personal discipline - that affect an individual's ability to cope under different pressures and circumstances.  In a work context, this could mean knowing when to share a joke with colleagues, or speak out in a meeting, or the ability to handle an indecisive manager.

Best Companies To Work For Have Great Leaders

We were interested to read the results of The Sunday Times 100 Best Companies To Work For 2014.  It was good to see one of our neighbours, Kainos, an IT Services company in Belfast, on the list.

The criteria used for the award places a heavy emphasis on leadership and what has been called the holy grail, employee engagement.  We know it is hard to define engagement and it is more than job satisfaction.  It is more about individual involvement and commitment to the job, to colleagues and to the company overall.

Governance YouTube Clips for Board Leaders

The Governance Problem – How it Started

Susan Mogensen on understanding how governance grows from a new business forming to a founder wanting to retire and ensure succession and continuity.  It’s about how authority cascades from shareholders to board and executive officers.