Nothing new under the sun

I realised a couple of weeks ago that I haven’t had a proper break from my work for two years.  Suddenly, I felt wearied.  Accordingly, I furled in my sails and allowed myself to float about on the waves of content concerning leadership, organisational design and development, culture, purpose, values, and finance that flood into my Inbox. 

All the big consultancies and individual practitioner experts like myself issue so much stuff from articles to webinars to videos to memes to animations to… well, nothing new.  In writing my essay, I’m conscious I risk adding to the cacophony. 

However, my aim is to identify some “crotchets of note” that will scythe through the noise. Hopefully, these will provide a clear tempo for healthy organisations to create the conditions that raise rather than harm the well-being of the individuals who work there.

I’m old enough to remember the Irish entertainer Val Doonican singing about O’Rafferty’s motor car, “… used to be as black as me father’s hat, now it’s forty shades of green”.  This seems to fit with all I’ve been reading, watching, and listening to.  Material is cited as being distinct, discrete, and differential in its hue, yet so much appears to be another Pantone shade of grey (rather than green).  

All this got me thinking about whether the principles of leadership that I first encountered in a book from 1968 called “Motivation and Organisational Climate” written by George Litwin and Robert Stringer contain the golden threads on which we should not lose our cognitive and physical grasp.  Their work was informed and influenced by that of David McClelland, Kurt Lewin, and Robert Blake and Jane Mouton amongst many. 

McClelland’s work on motivation identifies people having three main motivational drivers, achievement, affiliation, and power.  The latter has two faces, personalised and social or institutional.  Are we mistakenly celebrating some leaders’ personalised power?  What risks arise from their “must win, me, me, me” drive?  For instance, how much is the pandemic crisis and our world standing on the brink of climate catastrophe due to this self-centred rather than selfless leadership (see later)?  As we combat the global climate challenge, what must be done to nurture and sustain healthy climates in organisations? 

Continue reading “Nothing new under the sun”

A baker’s dozen of valid and practical leadership actions – part 2

Following my two earlier articles about Northern Power Women’s excellent report, “Levelling Up by Powering On”, here is the second half of my baker’s dozen of foundational principles that I continuously rely on in my work with leaders across a broad demographic spectrum. 

My first article in this series concludes with a model that highlights the need for concepts to possess rigorous research underpinnings and to be practical. It is vital these can be implemented. It may not necessarily be easy to do this. However, through diligent endeavour they can be learnt, understood, practised, and competence deepened by ongoing coaching.  Combined, rather than any one in isolation, these faculties represent the hallmarks of great leadership. 

When exercised, these principles deliver a humane, compassionate, and purposeful style of leadership.  This imbues organisations, large and small, for and not for profit, with a fit and healthy climate.  Employee engagement and well-being will rise, the customer and citizen experience will improve, the environment will be protected – the triple bottom line is maximised. 

The sustainable outcome is that we won’t just level up, we shall power forward into a new and better community.

Continue reading “A baker’s dozen of valid and practical leadership actions – part 2”

We don’t need no education

So sang Pink Floyd in 1979 on their Christmas number 1 single Another Brick in the Wall Part 2 from their album The Wall.   It was a protest against rigid, didactic education. 

Continue reading “We don’t need no education”

Procrastination and Creativity

It is not OK to miss deadlines. It is also not OK to meet a deadline by impacting negatively on quality. How I learnt to balance impatience to produce results with a need to focus on the quality of the outcome.


During the early start of my professional career, I gave a lot of value to get things done fast.  I was an impatient operator whose only focus was execution with acceptable results.  Now, ‘acceptable’ is very subjective word that can have a lot of different meanings depending of the one who use it.  Later I found out that acceptable results often lead to rework. Continue reading “Procrastination and Creativity”

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