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Very recently Bob and Andrew Mehrtens (former All Black) completed the takeover of French second division club Beziers, heading up a consortium which also features ex-Formula 1 boss Eddie Jordan.

Bob and I have a very candid chat about what is was like growing up in Zimbabwe as a white privileged child in an affluent family. During his teenage years Bob started to become fully aware of the challenges within South Africa during Apartheid. In fact Bob went on to meet Nelson Mandela in his role as national captain of The Sprinboks. Bob shares some great memories of chatting to Nelson Mandela and his incredible leadership and approach to inclusivity even after decades of incarceration.

Bob reflects on his early life in South Africa and even with his obvious sporting talent he accepts that he took things for granted and didn't have a mentality for all out winning.

Today, as a leader in business, Bob describes himself and learner as opposed to leader. The older he gets the more he realises what he doesn't know.

When Bob started to play rugby it wasn't a profession for a full time role, it was all amateur. That changed for South Africa during the 1995 World Cup as Rugby started to mean more to the nation. Bob lived the transformational change within South Africa and became the first professionally contracted rugby player in the country. He made his men's debut in 1997 against England.

Bob recalls having two district careers in rugby, one was the young devil may care maverick player that catapulted him into the national team and one was the captain and leader of a nation where he had to learn the history and scarred memories of many of his players who did not have the upbringing that he experienced.

Belonging is a principle need for humanity and Bob explains how this is a powerful contributor to a high performing team, especially within a sporting context. Leading and managing chaos is inevitable on the international rugby field and Bob explains the importance of strategy, planning, speed of decision making and practice to help mitigate the chaos.

One of Bob's standout lessons is that there are different types of people 'givers need to learn when to stop because takers never do' and so Bob realised how important it was to find his tribe with belonging purpose and passion.

www.elixirr.com/en-gb/person/bobskinstad

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This episode is a fascinating insight into the world of crime and punishment including undercover policing, hostage negotiation, stolen vehicles, riots, serial killers and more.

Kevin decided to become a police officer after he was robbed at knife point at 14 years old and the police solved the crime and actually recovered his bicycle.

As a very young probationary police officer Kevin found himself policing the miner's strike in the 1980's during the time Margaret Thatcher was Prime Minister and also the Broadwater Farm riots which involved the murder of PC Keith Blakelock, all providing Kevin with a baptism of fire into the world of policing.

Kevin's time with the Stolen Vehicle Squad was his initiation in the Criminal Investigations Department (CID) and learning how to carry a case load of allocated reactive investigations.

In 1999 Kevin became involved in the Admiral Duncan Pub bombing. He was around the corner on an unrelated surveillance operation when the bomb was detonated. At the scene, Kevin was faced with chaos and destruction. As one of the first on scene his ability to make quick decisions and prioritise were tested to the max.

As a police officer and leader, picking up on 'weak signals' is a must in a world of constant change. Kevin tells the story of dealing with a High Risk missing person which turned into uncovering the actions of an international serial killer, John Sweeney, who is currently serving life in prison and will be the focus of a recent television documentary.

Kevin as a senior officer held the role of Head of Undercover Policing for the Metropolitan Police and explains the iconic investigation he was involved in that was headlined in the newspapers as 'The Hip Hop Cop Shop.' Kevin had to make a series of difficult and at times unpopular decisions for the ranks and file officers in order to help protect them from the rigours and stresses of undercover operations.

One of Kevin's final roles in his career was as Bronze Commander during the London 2012 Olympics with a funny story of the cycle protest group 'Critical Mass' that had been infiltrated and decided to see if they could intercept the Queen!

Kevin is also the 'referee' for the award winning TV show 'Hunted' which is on our screens each year.

www.kevinoleary123.com

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Most recently, Tom was president and CEO of DeVry University, where he led the university to digital innovation, sustained growth, outstanding student success metrics, and financial strength as a newly independent institution.

Tom is passionate about people and the role that leadership has to create a world better led. Tom explains to me that the right people, in the right role leading in the right way is the single most important driver for high performing organisations. Tom's decision to take up the CEO role of Heidrick & Struggles was based on the ability of H&S to really make a difference for organisations in finding the right leaders and to co-create great performance on an individual and collective basis. Tom describes leaders are Magpies, building their nests out of anything they can find within themselves and in their surroundings based on insatiable curiosity and a beginners mindset.

I ask Tom about his parents and family background as I search for clues into his focus and success. His answer will surprise you.

Tom tells me that in his role as CEO he is the steward of the business and the people are the only thing that won't be worth less from the day they begin working in the organisation. Each and every day a person grows, learns and experiences in a way that builds the sum of the parts. It is the human capital that is the most precious resource of any business.

One of Tom's primary strengths is his ability to frame a problem or issue in order to create focus as opposed to always having an answer. 'Fast Starts matter' Tom explains, so getting quick insight is paramount for any leader and organisation in gathering the collective intelligence to focus on the issue or problem and resolve it.

Leading experts has always been a leadership challenge and Tom tells me that he is expert in the way we used to do things and not how we should do things so he has to get out of the way of his people and allow them to operate in a way that they know is best.

As CEO Tom is focused on creating an environment where the best people come to do their best work. Tom also understands that any new CEO must be 'courageously humble' as he tries to understand the business that he is taking over, the people that he leads and the culture that he initially inherits. The most dangerous thing a CEO can do, is be a focus group of one.

Tom is an introvert by nature so the very social and public facing element of the role is a constant challenge for him and he fondly remembers the advice from an inebriated aunt that if something is worth doing, it is worth overdoing.

www,hedrick.com

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Stevie had 10 operations during his playing career and had to retire early due to a brain injury. This is a powerful episode of humility, vulnerability and resilience.

Stevie was lucky enough to play for Leeds during the 'Golden Generation' playing with a number of England Internationals including the late Rob Burrows. He made his debut at 18 years old sharing his formative years doing battle on the professional rugby field.

I explore Stevie's background to try and understand what allowed him to find the the strength to enter professional rugby at such a young age with maximum intensity and dedication to being the best he could be.

Stevie was named captain at just 26 years old and this official leadership role meant he felt the enormous pressure to perform and succeed which initially led to a feel of overwhelm and essentially sub optimal performance. Stevie remembers the toughest times when the team lost their unique identify and didn't know who they were which translated into poor performances on the pitch. The team needed to overcome fear and reflect on how they could leverage their unique differences and personalities to create something special, authentic and compelling as a team. How could they create their own high performing culture? There is so much uncertainty in a Rugby League team amongst a group of warriors who needed to create a high level of psychological safety for all the players to all feel able to bring their best without fear of failure and or criticism.

A brain injury (multiple concussions) forced Stevie to step away from professional rugby whilst he was in his prime. To this day he still feels the effects of the injuries he suffered on the pitch and he has had to completely reassess who he is and what he is passionate about.

Stevie filmed a Sky Sports documentary 6-8 months after stepping away from the game and he initially hoped that he would actually be able to return to the game but even attending the stadium as a spectator for the documentary, Stevie found was a sensory overload and he had to leave at half time.

Stevie also emotionally remembers his friendship and playing time with Rob Burrows who fought very publicly against motor neurone disease but unfortunately passed away in June 2024.

Stevie hosts 'Mantality' and works with individuals and organisations focused on the importance of mental health, psychological safety, courage, humility and masculine vulnerability, all potentially a paradox with the brutal and competitive world of professional rugby.

Don't miss this episode.

www.stevieward.co.uk

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Loree who is based in Boston is currently an author, executive coach and keynote speaker with a passion for focusing on the human being and not just the human doing.

Leadership and service are part of Loree's personal values and she leverages her military experiences to help teams across the world.

Loree grew up in a Marine Corps family and after college she went on a field trip that changed her life after visiting a number of naval stations and seeing a variety of aviation options. At that time women were not allowed to fly most aircraft, they were either trainers or crew. She went for her first flight with a friend and suddenly she knew the way forward, especially when the first Top Gun movie came out!

As part of her flight training she was in awe of all the people who made military flying possible and then about one and half years after she earned her wings, the ban on women flying combat aircraft was lifted.

in 1991 military officers were alleged to have sexually assaulted or engaged in improper and indecent behaviour with up to 83 women and 7 men at the Las vegas Hilton at the 35th annual Tailhook Association which became known as the Tailhook Scandal of 91. This was a major catalyst for the evolution of change and Loree had her opportunity. She became part of the first wave of female combat pilots for the US Navy and was flying the F18 Hornet and S3B Viking anti submarine warfare jet.

Loree vividly remembers her first landing on an aircraft carrier and the feelings of terror and thrill combining. Once she deployed to her fleet squadron she then flew night time carrier landings which was a very different challenge.

As a combat pilot, I ask Loree about her role and mindset required to potentially have to take the life of another. Loree explains that this is a very real part of her role, fortunate to never have to, but the expectation was constant and heavy. She also recognises the distance between her and the enemy as compared to the infantry, was also a factor in how she processed her role. As she tested her own limits she speaks of the need and requirement for high levels of trust with her leaders to determine life and death decisions.

Finally Loree chats about her one woman show that was delivered just off Broadway which was part of her inner journey that also became part of the Edinburgh Fringe Festival.

Check out: www.loreedraude.com

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King & Spalding provided both of them a vibrant and inclusive working environment with the ability to harness deep expertise and capability across the world in helping their clients deal with the trickiest of legal issues.

King & Spalding has a rich history dating back to 1885 so Tom as a senior leader is a gatekeeper for that legacy with the role to continue building a sustainable professional services supplier for the next generation of lawyers. Tom explains the need for professional excellence, business acumen in a competitive market whist also ensuring that the generation behind them is well equipped to be better than the existing leadership.

Organisations have to remain relevant with a strong purpose in order to be attractive to the talent market. Tom explains this is always a challenge but he ensures the firm offers high quality work, good remuneration combined with a working environment that is supportive, inclusive, professionally robust and purpose driven.

Max has been with the firm for only 4 months after completing his 5 year term as DPP and Tom explains the way the leadership has deliberately crafted the culture of the firm to be inquisitive, best in class and competitive with and effective global listening system to ensure they are capable of advising clients in the most serious and high profile legal matters.

The law is more of a people business than outsiders might think with a higher level of innovation required than in previous years especially in a digitally changing landscape.

Max outlines his strong belief as a leader to always see value in others and realise how any individual will always be bolstered by the talents and hard work of others.

Enjoy this great panel discussion with The King's Counsel

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His upbringing provided him a strong belief in doing business ethically and this is at the foundation of his leadership. He studied an executive MBA at Oxford where he describes the benefits of studying with such a diverse group of people from all over the world.

Oriens Aviation started working with a Swiss manufacturer Pilatus and is now a one stop shop for those flying privately creating a high customer service and cost effective model. Edwin's philosophy is entrepreneurial in spirit as he is always looking to scale and be intentional about standards and customer centricity. He is passionate about doing business with a strong purpose, sharing what he has learned in the aviation industry with a wider community. The private aviation industry can be an easy target for those who believe the industry as elitist and unsustainable in a world full of excess. Edwin explains that pre pandemic, 90% of people who could afford to fly privately chose not to, yet the pandemic pushed many of those people into using private services which increased usage and commitment. The vast majority of those flying privately (especially in the US) are middle management and not top executives as businesses understand the importance of time saving and increased productivity.

Private aviation is heavily regulated and Edwin is passionate in trying to help the world understand the realities of the industry and myth bust. For example, emissions are minuscule. Aviation is 2% of global emissions and private aviation is 2% of that. The industry continues to strive to become even more sustainable. Electric aviation is underway and predictions are that by 2035 we will start to see the technology make a real impact on the industry.

Customer centricity is a particular focus for Edwin, especially within the high net worth community. His belief is that the purpose of business is to create a community of value and good rooted in 'unreasonable hospitality' whilst also providing a positive experience for the body mind and spirit of those working within the business. Edwin as CEO is focused on creating a culture where 'to work is to create and to create is being human.' A key focus in on being the favourite supplier as opposed to just being the best supplier.

Safety is paramount for Edwin and the industry so trust is at the heart of all his customer relationships. 'It's a people business' as Edwin explains and congruence between what is said and done is critical.

As CEO Edwin is learning everyday and explains his role as culture creator and visionary to explore where the business can go next. His management team are all entrepreneurs and value creators in their own right.

Edwin is a humble and value driven leader who hopes he can help shape and define the aviation industry for a better future.

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The role of DPP is the highest non political appointment as the most senior prosecutor in the country, acknowledged by the Prime Minister but politically independent. As Head of the Crown Prosecution Service, Max was responsible for the the most high profile criminal cases, leader of over 8,000 staff nationally and ensuring consistency of approach in the courts across the country.

This episode is a fascinating and rare 'peek behind the curtain' of the criminal justice system.

Max studied law as a student, attending Oxford University before arriving at The Inns of Court School of Law to qualify as a barrister and specialise in court advocacy and criminal law. Max has both prosecuted and defended during his career which he explains assisted his ability to empathise and understand the independence and importance of both roles.

Max explains to younger lawyers, 'be careful not to take too much credit for the cases you win unless you are ready to take full responsibility for the cases you may lose.' Max had to transition for independent practitioner to leading almost 8,000 people nationally. He used his experiences of running large and complex cases with multiple stakeholders as a basis for his personal approach to leadership.

Max was part of the prosecution team (with Victor Temple QC) for the trial into the Preddie brothers aged 12 and 13 years old accused of the murder of 10 year old Damilola Taylor, tragically killed in November 2000, stabbed with a broken bottle and died on his own in a stairwell in Peckham. This was a tragic and horrific case that caught the attention of the national press and conscience.

One of the greatest challenges for an advocate is an ability to communicate with an eclectic audience, from High Court judge, to victim and from witness to jury members. His advice is having a core understanding that your way of doing things is better than trying to inauthentically replicate someone else.

Max was first introduced into the world of terrorism during the Real IRA activity in London and Birmingham in 2001. This led to him being involved with the trials post the events of 7/7 where 52 Londoners lost their lives during a series of 4 explosions, followed by 21/7 where London was again the target of four suicide bombers all of which failed as only the primary fired within the devices without the main charge detonating.

Max was instructed as part of a three strong barrister team tasked to prosecute all the suspects from 21/7 and also prosecute those who assisted them. Max was also asked to represent the Metropolitan Police at the Inquest into the deaths of the 52 Londoners from the 7/7 bombings.

Many of Max's roles have required significant senior stakeholder engagement with multiple agencies, navigating politics, bureaucracy and intense media and public scrutiny.

The leader is always a role model for the organisation and Max tells the compelling story of how he decided to connect with thousands of people within the Crown Prosecution Service which turned into the ultimate listening exercise.

Enjoy this incredible episode.

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Lisa always thought of herself as a helper and was naturally creative from an early age. She grew up in Michigan, studied business and wanted to go into marketing and advertising. However, she wanted to find a path where her ideas would be heard and mattered. At this point, the entrepreneur emerged and Lisa decided to do her own thing, start her own business and create a platform for ideas and collaboration.

Lisa's books became a global calling card for her thought leadership and ability to help others learn and master new skills and capabilities. Time is a non renewable resource that we never get back and this became the catalyst for Lisa's focus on simplification. In a society fixated with more, Lisa is intent we also see the value in less. This requires focus and an ability to get rid of things. What will you stop doing is a wonderfully powerful question for all leaders although fear is something that holds all of us back.

Stopping and saying 'no' is a critical ingredient for innovation. Simplicity is not about being more productive, its the front end of innovation and gives people the space to do what matters. It's also not about getting rid of everything, it's about getting rid of unnecessary complexity, the invisible waste, the work without the benefits. This is all about getting to the work that matters and not being more productive. As a leader, are you defining what meaningful work is?

Grooves and ruts look and feel the same. Grooves are productive, ruts are a waste of time.

Lisa speaks all over the world and I asked her in this episode what she wanted to talk about that she doesn't usually talk about in order to make this episode truly memorable. She decided to connect simplicity to wellbeing so we can feel that we are doing what we were born to do.

Lisa explains that much of our daily workload is based around meetings and emails, therefore within our control to change, yet most will not. As Lisa says during her keynotes, many of us 'survive another meeting that should have been an email.'

Technology has amplified the issue of complexity and the ease to create meeting after meeting. If you could kill off any 2 rules at work, what would they be? Many of the answers she hears are not even rules, they are just historical methods of working.

Lisa's top tips include (1) for leaders to mandate the right for people to get rid of things that they feel are unnecessary, and (2) model the behaviour.

All businesses fear becoming irrelevant, especially during great technological change. To be relevant we must change, we must innovate and people need time to think. People want to leave a legacy, not shareholder value. Simplicity is not a productivity exercise it's a about helping people to get to the work that they were hired to do in the first place and be their best self.

Simplicity is also a foundation for a high performing culture. In an age of Generative AI, time is something to harness and allow people to think more. As Lisa explains. 'thinking is a daring act'. Perhaps now, we have more time to be human which is actually the basis of our leadership capability.

www.futurethink.com

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Giuseppe is Italian and moved to Milan to study marketing working in multiple businesses with early experiences of leadership.

He now travels between London and New York in his role as CEO for Spring Studios. He has an entrepreneurial spirit so the NYC location is a multiple use site including an event space, studio business, private members club and more making it a unique agency with a core business focused on luxury, fashion and lifestyle.

Giuseppe is an entrepreneur by background, an author with Philip Kotler (the grandfather of marketing) adjunct professor and keynote speaker who also holds a Phd in marketing and economics. Giuseppe believes that the more you curiously explore opportunities and relationships the more life has to offer.

He is currently redefining retail in a landscape of significant digital transformation and specialises in helping people navigate the 4P's of marketing (product , price, place & promotion) with a mindset shifting from making people want things to making things people want.

Is the High Street dead? Giuseppe says no, if you can make it absolutely compelling for people to leave their sofas and online lives. Some of the biggest shifts for a retail business is the role of 'Figital', a three dimensional world of the physical, digital and the virtual. The plethora of data allows business to target the right message to the right person at the right time. Gen AI is changing the landscape again as it can create new ways of using what we already have available to us. However, Giuseppe also reminds us that AI will give us back time and can never compete with the truly human centred capabilities such as curiosity, empathy and creativity, simply more time for us to be human.

Marketing is key for every business. This is also changing. Supply exceeds demand so the competition is high. Marketing has historically been focused on making people want things but now the sheer amount of data available allows people to consider what do we need to create for the people based on the insights we have. Gen AI can now help the smallest of businesses to master the data analytics.

Giuseppe is always learning as a leader. He is a believer that the next generation of employees require servant leaders but also recognises that no one size fits all. Leadership has to flex to the context of the businesses growth and maturity. Giuseppe understands the importance of allowing smart people who are more expert that the CEO to be allowed and fully empowered to operate as they see fit. A leader must know when to get out of the way.

www.linkedin.com/in/giuseppestigliano/

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This is an amazing insight into Viv, his family, the Windrush generation and how he went on to become a trailblazer for diversity in the beautiful game. His big break came via a scout from Sheffield United which in turn led to a scout from Manchester United asking him to trial as a young schoolboy. Manchester United rejected Viv which he explains was devastating however that prompted him to try for his home team, Nottingham Forest which in turn led to his debut at 17 yers old.

The Nottingham Forest years meant that Viv played for the iconic Brian Clough. Viv shares some incredible stories about life under Clough as a young black player in the 70's and 80's and how Clough helped him to build the personal resilience to cope and still play whilst dealing with overt racism. We discuss the state of diversity in football and football leadership in the modern game and concede that there is still much to do.

When Viv found out that he had been selected for England, Brian Clough was again a supporting influence in his life whilst also keeping him grounded and humble.

Viv also remembers being signed and playing for Sir Alex Ferguson at Manchester United. Alex Ferguson was a passionate but hard task master. Alex Ferguson's early years were not easy but he knew how to man manage each and every player which led to him becoming the serial winner that we know today. Both Brian Clough and Alex Ferguson had clear non-negotiables with their superstar players.

Viv outlines how senior players had a positive impact on his career including Brian Robson

We also have a few surprises for Viv, with messages from Stuart Pearce and Marlon Harewood.

For more information on Leadership Through Sport & Business (LTSB) www.ltsb.charity

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www.heartcellsfoundation.com

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If leadership is your promise of a lived experience for those around you, what are the consequences if you take no time to understand what your needs are?

This episode was recorded on location in Herceg Novi in Montenegro and if you can hear cars and leaf blowers, I hope it adds to the enjoyment of listening to someone who can help all of us understand the importance of stopping to really know ourselves and embrace vulnerability as a core part of the Human Centred Leader. Ask yourself one question: Do you actually matter to yourself right now? 

Verran explains that vulnerability is the ability to identify our own needs and to have the confidence to ask people for what we need. The challenge for many is that we don’t see or even know our own needs, or we see needs as a mental health issue or even a weakness. With a relentless focus on doing and being busy whilst searching for external validation we may feel good about ourselves but what are we ignoring?

Vulnerability is a powerful ally which allows us to identify our needs that will allow us to perform at our best, yet disassociation get in the way. Disassociation is when we only see how we are doing by how people validate us externally as opposed to an ability to sit with ourselves and really know what we need. 

Many of us are frightened of being vulnerable and exposing our authentic self and masking who we really are to avoid rejection and disappointment emotionally and professionally. Did you know that by the age of 7 our personal identify is already fully formed from the narrative of our parents or those important and significant people in our lives. If you are also neurodiverse you simply accept this identity without challenge until crisis hits and you either rebel or just suffer. 

Quietness and stillness are difficult concepts for a high achiever, and many use being busy as an antidote to truly understanding what personal needs are. In fact, many of us will avoid the stillness because to be with ourselves is not enough.  Some of the simplest things such a breathing, joy, happiness, and gratitude are being overlooked but so many each and every day, but to what cost?  

The issue of vulnerability is a global, human and connected issue for all of us. 

Pt 2 coming soon 

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• Stop starting, start finishing
• Stop telling people what to do, give them a problem to solve. 
• Bring your head and your heart to work - the authentic human centred leader. 
• Good manners are the lubricating oil of any organisation (Drucker) 
• If you are most senior person in the room, people look at you six times more - all leaders needs to understand the power of role modelling.
• Energy is contagious. 
• Perfection is the enemy of the good.

The Daily Reset is available on Amazon. 

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The panel includes Sarah Sage, Floris Hondmann, Lea Evers and Jacob Vincent with huge thanks to TA Mitchell and Luisa Muse. This is an important episode for all leaders in a multigenerational working environment. 

All of these young leaders are passionate about a ‘World Better Led’ and how their work can create clarity, purpose, meaning and opportunities for growth and development. Human Centred Leadership has taken pole position and profit now becomes a far more complex and contextualised question for organisational leaders to answer and provide a compelling narrative to those they seek to recruit. 

Young talent has an expectation for their leaders to be authentic but not perfect and to take the time to understand, respect, communicate and lead in a personalised way. 

Empathy is important to them all, they care. They have a strong bond and sense of collaboration between themselves, and they know more about each other's lives than perhaps was common in early careers just a few decades ago. 

The pandemic allowed all of us to reassess priorities and identify our own non-negotiables and the way we work will never be the same.  We discuss the idea that working  from the office is  actually the time that we need to switch on our ‘out of office’ notifications. They want the office to be productive and focus on celebration, connection and education rather than endless meetings, reports and zoom calls which can be done at home. 
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 Articles

Empathetic leadership: Taking it to the next level

Walking the Talk: How leaders can have a greater impact on the S in ESG through supply chains

Hybrid Work: Finding the Perfect Balance

Cost of living crisis: It’s time to address financial wellbeing

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What does the term ‘Outside-In’ mean for future leaders and why is it important for individual and collective success?

Adrian describes ‘Outside-In’ as the discipline of learning from people, industries and sectors that are very different from your own. The world is so fast paced and volatile, that leaders must press the pause button, stop what they are doing and spend time looking outside for inspiration, education and provocation in order to develop real breadth and not just depth of capability.

Organisations that embrace an Outside-In approach are also very human centred which in turn makes them a great place to work,  such as Four Seasons and Southwest Airlines have proved. Adrian outlines the incredible recruitment process of Southwest with their focus on attitude over skills and an uncompromising focus on culture.

So why is the outside-in approach so important? There are simply too many important agendas for any single leader to manage and leaders will find it refreshing and supportive of others to simply say, “I don’t know.”

Adrian refers to Roselinde Torres who carried out her own research on what makes great leaders. One such capability is the ability for leaders to ask themselves critical questions such as  ‘where are you looking for pattern identification, ideation and stimulus?’ and she goes on to suggest that the answer will be found simply by looking in the leader’s diary. This in turn, Adrian suggests, raises the issue of a leaders ‘Personal Boardroom’ and the company that they keep. For example do you have people who will be your ‘nerve giver, ‘coach’, ‘sponsor’, or ‘chief connector’ or have you merely created an echo chamber that lacks diversity of thought.

All leaders need to start to experiment with structures around them that will elevate the opportunities and results of their curiosity.

We discuss how the pandemic was the ultimate outside-in event which has forced organizations to consider their ‘Gathering Strategy’ to cope with the new ways of working and requirement for flexibility. Leaders again must look to see what works from across sectors and regions and understand that the office needs to be a place of education, connection or celebration and if successful, coming to the office is the time to put on your out of office notifications as the formal becomes informal and the informal, formal. 

This episode is packed full of learning and great examples from Adrian’s global network and experiences.

www.wavelengthleadership.com

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Chris is the ultimate observer of human beings and group dynamics and has always found solace and safety at the front of the room as opposed to staying in the background. Chris’s personal leadership enigma is how he considers life and embraces the unknown by pushing his own capabilities and increase his own self-awareness.

 We are all the product of our parents and Chris recounts how his father served in the Second World War and was part of the Windrush generation where he dealt with overt racism and systemic bias. Chris was able to leverage his ‘heritage’ (pride) and ‘baggage’ (obstacles) to craft his own path by understanding that he had an ability to arbiter, facilitate and bring people together. 

 Chris shares the deeply personal story of how he was diagnosed with prostate cancer a year ago and how the experience changed and shaped his outlook on life with an increased sense of mystery about himself with the realisation that you are never really in control. 

The devastating news challenged his personal belief systems and biases and modified his thinking to make room for new a new reality and let go of some lifelong assumptions. As Chris tells me, ‘we are all dying’, therefore we need to make the most of the time we have and to lead a life of service. 
All leaders must ask themselves, ‘what’s the shape of the hole you are leaving behind us and what’s the space you are creating for others to perform?’ Chris also sought strength from the advice of Max De Pree in that, the ‘first responsibility of the leader is to define reality and the last is to say thank you’ 
Chris is thankfully on his way to full recovery 

This episode is packed full of learning nuggets and reflections from an experienced yet deeply humble leader. I also ask Chris a question at the end of the show that I have never asked a guest before, the answer is the reason I continue this work…thank you Chris. 
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James started his life as a musician, studying Comparative Literature and then moving and working in Germany as an intern for Mercedes Benz in 1995. James has had multiple roles within the organisation leading to his current role as CEO and President responsible for a $5bn portfolio. 

James and I explore how his early years as a musician (drummer) have crafted his approach to leadership which has allowed James to be very thoughtful and deliberate as regards his leadership, impact and legacy. 

As a CEO James is humble enough to realise that he can’t be expert in all that he oversees, and his style allows him to empower others whereby he can lead by asking questions and increasing his own awareness in order to be the strategic as opposed to the technical operator. James understood the real power in leading by questioning and with that, James’ style of leadership was underpinned by his ability to listen and really hear others. 

The Post pandemic environment challenged James’s leadership and questioned his own thinking and norms when it came to the issue of physical office space and flexibility for his teams. James asked his staff a series of questions and quickly understand they need to be a Purpose Driven Organisation and that the office space was not to simply facilitate work but was necessary to create collaboration, connection and camaraderie. 

As part of James’ focus on listening, he carried out a series of ‘stay’ interviews to complement what they were hearing in the ‘exit’ interviews. The results were fascinating as it helped the organisation understand what people were motivated about including, purpose, personal growth and the importance of culture which has never been so important in post pandemic environment.  

James continues to listen intently to his people which has allowed him to consider how he can measure his leadership by focusing on four key components. 

1.    Engagement: the experience that leaders create for their people. 

2.    Involvement: allowing people to own the whole not just their part

3.    Trust: a critical component especially post pandemic as people ask themselves if they trust their leader and the organisation within which they work. The higher the trust the higher the performance as a business. 

4.    Values: values drive value and must be non-negotiable and embedded in all that you do.

James also shares the two questions that he always asks himself when he considers an opportunity in his life. Can I learn something? Can I bring something unique to the table? 

Enjoy this great episode. 

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Dan explains that the best performing companies are doing things culturally in a certain way and that this became the genesis of his book. The pace of change has never been so fast and yet will never be as slow as it is today.  By 2027, 75% of the S&P companies will not be here. 

Culture patterns and behaviours are important: One of the most important Dan outlines is the ability to rethink your business model and Kodak is a powerful example of not being able to do that. 

Dan describes culture as “the way we do things around here when no one is looking and there is no advantage to be gained.” 

Putting people first is essential for any leader. Dan explains that all companies are made up of four key groups; employees, customers, shareholders (financial stakeholders) and finally the communities within which you operate. They create a virtuous circle and by benefitting one you benefit them all. 

The younger talent populations value meaning, purpose and culture which means the power is shifting and the need for a positive and inclusive culture is non-negotiable.

What is the leader’s role in culture? Whilst culture is everyone’s responsibility, Dan’s research reveals that leaders have an outsized role to play. Culture can’t be outsourced to someone else as this simply provides evidence that leaders don’t understand the value of culture. Secondly, leaders must be visible in their role modelling including paying attention to inactivity or tolerance of bad behaviours. Always remember…you are being watched closely as the leader.

In the words of Alexander den Heijer, “when I flower doesn’t bloom, you fix the environment in which it grows, not the flower.” Enjoy this episode and grow your own culture for success.  

www.danielstrode.com

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Many organisations are still tackling the challenge of shifting from slow to fast, bureaucratic to nimble, hindsight to foresight, rigid to adaptive and knowing to learning. 

Covid with all the disruption and need to rethink ways of working and customer relationships put the Agility emphasis on steroids. Steve’s research showed that 93% of leaders said Agility is the key to success. 

Steve describes Agility as the ability to pivot in order to adapt to changing circumstances. He also explains that Agility has four key components 

1.     Foresight: The ability to anticipate where the future might be going or at least have thoughts of the different possible options and scenario plan accordingly. Leaders must be able to test their own assumptions and be ready to admit when they are wrong, and Steve’s research suggests that this area is the biggest agility gap for most leaders as they are used to being successful and knowing the answers. Foresight failure comes from arrogance and not challenging self or having a culture whereby the leaders can be constructively challenged. 

2.     Adapt: Being Devil’s Advocate and seeking out the contrarians. It is uncomfortable for leaders to change what has worked previously. Adapt is the ability to flex and shift direction by embracing the skill set of challenge. Leader’s embarking on a plan, must make sure they have someone to take on the counterpoint and pressure test the alternatives. This in turn allows a leader to embrace diversity of thought and generate better decision making. Getting curious and searching out a different point of view will enrich thinking. 

3.     Learn: A leader’s ability to learn may be their single biggest competitive advantage in a VUCA environment. We all need to move from know it all to learn it all. In a world that changes constantly, what we know becomes irrelevant almost immediately and so a learning culture is an absolute necessity. We have to learn from success and failure and know how to leverage the wisdom going forward. The military has understood for many years the power of an After-Action Review. 

4.     Resilience: This starts with having a sense of purpose that can carry a leader forward during tough times and bounce back from adversity. We all face sets backs and future ready leaders will utilise the power of their purpose to bind their people through the challenge. 

Steve talks about the importance of a strong sense of purpose contributing to A World Better Led with more inclusion, more humanity with increased agility. 

Don’t miss this great episode. 

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Terence fondly remembers his time at Brown University where he studied the third world transition programme to learn about the history, heritage and purpose of Brown University. He learned tolerance at Brown as their ethos that everyone has the right to be themselves and each should celebrate the differences. 

As a young black male, he found himself working on Wall Street and experiencing racial injustice and having to balance being authentic with the ability to switch his behaviour to fit in and ‘code switch’ to ensure the comfort of others.

Terence has learned to balance the privilege he experiences with the injustice that surrounds him and yet still focus on the comfort of others and not be defined by the way others act towards him. Terence is totally in control of how he sees himself and his value internally. 

The Sum of the Parts is an inspiring episode especially poignant for young leaders. Stay open minded, allow opportunities to identify themselves to you and be open to the challenge as tomorrow is not guaranteed or promised. Touch, change and empower people. 

In summary:

1.     Leadership is collective sport. You don’t have to be the hero leader in the current ever-changing environment. 

2.     Create cultures and environments that unleash the talents of others. 

3.     If you don’t make sure your personal life is excelling and intact, all your business aspirations and dreams will simply not be worth it. 
Here is a link to a Vigro Deep sampler 
https://music.apple.com/us/playlist/vigro-deep-sampler/pl.u-2aoqX6aHGDYqdKA

And here is a link to an Amapiano Sampler
https://music.apple.com/us/playlist/amapiano-sampler/pl.u-kv9lbVLsJAGebgl

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John joined the US military at age of 17 as a Private, working his way through to the senior ranks which allowed him to explore the ‘burden of command.’

When the bullets were flying, instinct and training kicked in. However, it’s during the downtime and when the mission is not clear that leadership skills became even more important to inspire, communicate and create an environment of trust, sacrifice and true connection. 

John remembers taking over a dysfunctional team of soldiers where he realised that the WHY was even more important than the WHAT of any mission or task as he slowly crafted them into an elite team. 

War requires a group response made up of complex individuals and leaders must set the standard and communicate clearly to all. John reinforces that shared understanding is at the foundation for success for all teams. For John the highest form of power was not rank but reverent power where he had the respect of the team, based on his ability to speak from a position of strength of having risen through the ranks himself. No one starts as the CEO, we move from individual contributor to team player to leader of others. 

John understands the power of connection for all teams. The bonds between individuals is a powerful mechanism for high performance. How well do you actually know the people on your team? As the world changes, new connections now exist that did not exist in the past, for example the digital social connections and tribe that most people have. 

Leaders must understand what connective functions or activities need to be done organisationally that complement the countless connective mechanisms that people have and require on a personal level. 

John talks about the importance of his team eating together as an important function of simply creating connections that were leveraged when the bullets started to fly. Everyone wants a leader that they WANT to follow. Your leader’s shadow has a ripple impact and is representative of your entire team and organisation. 

John also outlines a powerful story of how some recruits found Covid restrictions disastrous for their ability to bond and connect. 

This is an inspiring episode full of humility, courage, human centred focus, and deep insight created from operating in life and death combat missions. 

www.johnspenceronline.com

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Alice explains she is from a family of musicians. Her father a classical composer and her mother a music teacher and so her career has an element of inevitability in her exploration of the business of music. 

There are few senior female leaders within the music industry and Alice understands the lessons from her childhood have stood her in good stead for her professional journey.

Alice has always recognised when she is surrounded by talented people from whom she can learn and role model. Her focus and resilience have always been critical foundations for her success, and her personal resilience has been tested more than most. Alice was diagnosed with rheumatoid arthritis that almost crippled her initially. Her medical treatment plan meant that her immune system has been compromised in fighting infection. She caught sepsis (blood poisoning) on one occasion and more recently and perhaps inevitably caught Covid having isolated for over a year. Both experiences could have proved fatal. One of Alice’s most personal lessons was that you always need people to be able to advocate for you and speak for you when you can’t, in her case because she was too ill. However, you must also be able to advocate for yourself, especially when young and passionate in crafting a creating a future. 

We are all leaders, even as children and we must always be able to attribute skills and capabilities to yourself when appropriate and recognise how we can develop and be brave enough to tell people when you good at something. To that end, Alice is passionate about more woman finding their voice within the profession and as a leader she is always looking for people with the best skills and capabilities to do the work she can’t. 

Alice talks about having a 360 view and acute listening systems all the time to sense make with laser focus on the music consumer in order to keep learning and adapt to market shifts using the team with the right skills and complementary capabilities. 

Alice is an inspirational leader who will continue to learn in all that she does. 

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A Positive Psychologist focuses on your strengths and what is ‘right’ with you as opposed to just developmental areas. Chris advises that all of us must find out we are naturally good at and do more of it. 

Through neuroplasticity of the brain we are a collection of habits and behaviours; thinking habits, emotional habits and physical habits. 

Chris explains that all of us move continually between a growth and a fixed mindset. Nearly all of us have a bias for a fixed mindset due to our experiences growing up. Language is the key to how we travel between Growth and Fixed Mindset including how we deal with ‘Radio Me’ or the Inner Critic. The most powerful word that we can deploy is the word ‘YET’ as it transforms a fixed mindset statement into a growth mindset statement. 

Chris outlines the 5 F’s of how our minds deal with threat: Fight, Flight, Freeze, Flock and Fawn and the issue of cut-throat competitiveness. 

We discuss the Psychological Safety Index which is a tool to measure Psychological Safety in organisations. 

The 4 key pillars are:

1.     Inclusion and diversity. You can have a diverse organisation but not have inclusion. Diversity is having a seat at the table, inclusion is having a voice at the table. When you have true inclusion and diversity, team members feel able to speak up and they can contribute to the group.  

2.     Attitude to risk and failure. Research discovered that the more successful teams made mistakes with a view to owning those mistakes and identifying the learning as opposed to apportioning blame. Poor performing teams spend too much time and energy covering up mistakes. 

3.     Willingness to help: Pro social behaviours are exhibited and increased when Psychological Safety is in place. 

4.     Open conversation (equal turn taking) this is all about people having the sense their voice matters and will be heard. 

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This episode is an amazing insight into the life and work of Carol as we explore who Carol is and what drives her day to day in her work with some of the most senior and influential leaders in the world. 

Carol is committed to bringing the best out of people including herself. Her strong personal purpose is to be ‘a conduit for joy, the sword of truth to care for and challenge the powerful, galvanise their goodness so that they can change the world.’ 

Carol gives an incredibly candid insight into her family life with a genius for a sister, a mother with strong values and a father who was a sociopath and CEO of his own company who tried with all of his might to corrupt Carol’s thinking and approach to life. Thankfully Carol realised that this advice was not to be her path of truth, focus and impact in the world.  

Carol describes herself as an average student and her role as coach allows her massive permission to tell the truth to power and coach the fearful into achieving incredible results. 

Carol during her childhood was exposed to a rich variety of people from the rich and powerful of Monte Carlo to the Head of the Mob! She realised that the more you are in the spotlight, the less it is about you. Her role as coach is never to shame but to bring joy into the experience and care deeply before challenging someone to help improve their personal development. 

Human Centred Leadership capabilities are absolutely core for any leader to be a Force for Good. This is one of the reasons that Carol always asks her clients “who do you want to be right now?’ as who you are will ripple out through your organisation. 

Carol explains the importance for all leaders to be coaches as it will allow them to establish positive relationships and be their best. This kind of interaction creates high profit and engagement and an environment of autonomy and psychological safety which changes how an entire organisation can run and meet challenges when being disrupted.  

Carol also gives me coach training 101. A good coach must be able to do the following: 

1.     Be a view to the future

2.     Focus on the skills of the other person

3.     Help navigate the person forward with questions (Carol shares her key questions in this episode) and positive confrontation 

Carol is set to launch her new book ‘Real Time Leadership – Find Your Winning Moves When the Stakes Are High’ available from February 2023. In the book and episode, she outlines her M.O.V.E. approach to winning and the three dimensions of leadership.  

I even asked Carol for advice to play a tennis final, which I won. Thank you, Carol. 

Don’t miss this incredible episode. 

Visit www.carolkauffman.com for a sneak peak of the book. 

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Clarke explains that sustainability is the broad umbrella for the 17 Sustainable Development Goals decided in 1998-1999 and not just climate change.

Sustainable leaders are essential for all organisations and Clarkes research has identified four key elements: 

1.    Multi-Level Systems Thinking - which allows a leader to think conceptually about the depth of complexity they operate in. 

2.    Stakeholder Inclusion – will you include your competitors. Regulators and employees into the conversation to solve a sustainable issue. This takes guts and followership.

3.    Disruptive Innovation – questioning own beliefs and learning from failure with humility and listening skills in abundance 

4.    Long Term Activation – when hit with failure, can you keep moving long beyond the moment. 

Clarke also introduces us to LQ: The ability for a leader to always learn especially from the younger generations within the organisation.

Sustainability is a non-negotiable for all leaders and not just a compliance or tick box exercise. Leaders must look at their organisations and identify what are their commitments to sustainability and understand how they measure their actions over multiple years. The journey starts with one step. 

Clarke provides numerous examples of companies getting this right and the value they are creating both internally and externally. You will also have to decide if you are a 100%er, a Moon Shooter or a Fence Sitter. 

Creating a better world is an obligation for every leader and every organisation. Take the first step. 

Sustainable Leadership – Lessons of Vision, Courage, and Grit from the CEOs Who Dared to Build a Better World is available from Amazon. 

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WorldBlu has certified organisations across the world for 17 years who embrace freedom centred leadership principles. Those organisations have experienced an average of 700% greater revenue growth over a three-year period compared to S&P 500 indexed companies. 

Traci was raised in a spiritual family, both parents were teachers and Traci realised as a young 10-year-old girl that her purpose was about helping other people which later developed into giving power to people so that they can be free and live their full potential and infinite worth. 

Organisations across the world have a responsibility to be a force for good and create the conditions for everyone to be their best. When companies operate democratically it ripples out to increase the level of peace, economic prosperity and civil engagement for that organisation.

The bedrock for Freedom at Work is based on Mindset. Leaders must handle fear day to day.  Traci explains we have approx. 60,000 thoughts per day. 80% of those thoughts are the same thoughts that we had the day before and 95% of those thoughts are negative and fear based. 

Traci helps leaders with her five-step process to recognise their fears and overcome them. The 5 questions are:

1.    What are you afraid of?

2.    Why are you afraid? 

3.    So what would you do if you were not afraid?

4.    How would you feel without that fear?

5.    Why is it ok to let the fear go?

In this episode Traci also outlines the 3 pillars of Freedom Centred Leadership. Power, Love and the powerful concept of Ubuntu. Listen to the full episode for more details. 
www.worldblu.com

‘Freedom at Work’ is available on Amazon. 

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Luke had a very goal driven attitude and was always searching for external validation, however two players from his peer group who went on to play professional rugby took their own lives and this was the catalyst for Luke to focus on the power of mindfulness and mental health for 6 years with the London Buddhist Centre which in turn deepened his need to change the image of mental health in the workplace. 

Meditation was at the core of Luke’s work, where he understood the ability to balance the nervous system and also find meaning by creating space for refection. Luke focuses on the human being as opposed to the human achieving and you may be surprised as to the single greatest result of mindfulness for athletes and business leaders that Luke reveals. 

The pandemic forced people into different routines with different pressures and mental health became more of a reality for all of us. All leaders need to forward think their own and their team’s mental health and away from purely goal driven approaches for a more balanced drive, increased self-awareness and performance. Luke also shares a very personal story of how a single question asked of him by a schoolchild forced him to question the whole process and application of mindfulness. 10 minutes of mindfulness or meditation a day for 6 months can change the neuro pathways and build mental muscle mass, Enjoy 

www.mindfulpeakperformance.com/leaders

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Jay created the concept of Self-Imposed Expiry Dates in 2017 which was a point in time when the business was making money, but he felt it wasn’t growing and learning. This process allowed Jay and his team to challenge their own internal policies and ways of working in quick time and change with agility. 

For example, every recurring meeting expired after 3 months unless all agreed that value was still being generated. This simple concept prevented lethargy and a laissez faire attitude to running yesterday’s solution to today’s problems. 

Expiry Dates was a forcing function that allowed the organisation to stop, reflect and assess relevance, importance and impact. 

As a leader, self-imposed expiry dates allows the organisation to constantly reflect and react to change, but it requires the leader to avoid the minutia and move from the dancefloor to the balcony in order to see the business in a more holistic and enterprise way. 

The Pandemic was a shared experience for all of us but it expired what we all knew about business! Overnight face to face working expired, travel expired, office working expired. We all had to do business differently overnight to the day before. This speed of change is now a fact for leaders in the modern era of the 4th Industrial Revolution. The application of Expiry Dates allows leaders and businesses to always be in state of readiness to avoid irrelevance in a world that changes overnight.  
Enjoy this episode. 

www.thrillworks.com

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A key person of influence  as a business leader creates a compelling vision with energy and purpose beyond just profit whilst also attracting amazing talent who create real value so that the business takes on a life of its own. Examples include Microsoft and Apple who have gone from strength to strength beyond their original iconic founders. 

Dan outlines 5 critical features, for any Key Person of Influence. Firstly, the ability to Pitch your vision.  All entrepreneurs need to pitch their business into existence. Dan explains that sharpening your pitch in the market is always going to be better than trying to sharpen your pitch in your mind. Secondly Publishing content in order to be a voice so that you can be found, heard and understood as regards what you want to be known for. Next is Product innovation with an ability to understand ideation and know when a minimal viable product must be pressure tested in the market place. Fourthly is raising Profile and taking accountability for getting out into the world and lastly is the ability to create Partnerships and joint ventures which can lead to explosive growth.  

There has never been a better time to lead without authority and have a voice to create change and become a force for good as a Key Person of Influence. 

Even the most experienced and senior need to consider how they are a Key Person of Influence above and beyond their role and title leaving a legacy for sustainable growth, impact and value. 

Dan also refers to his mentor who wisely said to him ‘we’re not forward engineering the past, we are reverse engineering the future’ 
Don't miss this episode. 

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 Donald describes how he helps senior leaders make workplaces better beyond just a social justice campaign by linking it to the tangible outcomes that matter to the c-suite. A diverse workforce creates real impact numbers in conjunction to an organisation creating a powerful and meaningful brand and force for good with DE&I being a critical construct of human decency

Donald provides a real example as to one organisation changing their performance reviews and mentorship which led to an increase in 200% of number of people of colour in their high-performance category. 

Leaders must create inclusive language that resonates with all whilst setting reasonable goals for DE&I in the context of understanding what your organisational culture is ready for which in turn avoids false promises. 

Loyalty is an active relationship infrastructure that creates an environment of openness, safety, and a source of powerful feedback and learning. 

Don’t miss this inspiring episode. 

Get Donald’s new book: ‘Underestimated: A CEO’s unlikely path to success’ based on a number of deeply personal and inspiring recollections of a man who is a true force for good in the face of prejudice and adversity. 

For free resources, please visit:
www.thediversitymovement.com

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Podium.me was created from Camilla’s kitchen table to serve young journalists using their smartphones to record the stories and opinions of the under 25s  all over the world. The desire was not to start commissioning or producing this generation but simply to equip and enable them. 

The blueprint for Podium.me was based on a policy of No Selection, No Rejection.  Camilla decided that there was not going to be a set programme but instead she wanted to give the opportunity to any young adult to explore and benefit from the learning of Podium.me by spending no time selecting people but saying yes to everyone who was interested. The result was a very diverse, motivated and talented group of young people, empowered to create award winning content for mainstream channels. 

Camilla describes herself as a lazy leader as she finds herself saying ‘yes’ to all of the suggestions and projects the young adults bring to her. That level of trust and empowerment has led to extraordinary and award-winning results for all.

www.podium.me

TED Talk: You already know how to change the world, what’s stopping you? 

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Andrea soon realised that investigating poaching and ivory trafficking at a local level would lead him to links with international terrorist funding and organised crime syndicates. Andrea saw the convergence of environmental crime with more serious crime across geographic boundaries and realised he needed to build the capability of ELI to be able to investigate complex networks, so he recruited former FBI, CIA and undercover operative to be able to continue this work. 

Through Andrea’s leadership and passion, he began advocating for global law enforcement agencies and governments to understand the criminal convergence of these two worlds. 

He recruited people who believed passionately about the purpose of ELI where the meaning was their money. 

Andrea tells the story of their first ever investigation into Jaguar parts trafficking, especially fangs and bones for the illegal black market as fake tiger parts. Very soon that investigation led to the criminal networks involved at a global scale and a trade worth millions of dollars.

The work of ELI in creating Confidential Intelligence Briefs for major law enforcement agencies has changed the nature of environmental crime investigations and prosecutions in pursuit of their purpose of becoming Earths’ first intelligence agency to protect our planet. Hope is not part of Andrea’s vocabulary as his work is non-negotiable. 

You can see more about the work of Earth League International in two documentaries on Netflix and National geographic. ‘Sea of Shadows’ and ‘The Ivory Game’ 

www.earthleagueinternational.org

Don’t miss this episode.

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To learn more about Friday Pulse: www.fridaypulse.com

Read more about Nic and his work: www.nicmarks.org and www.happyplanetindex.org

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www.deilightconsulting.com/projectspeakup/

https://www.linkedin.com/in/iahclarke

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