We all saw it. That moment when the guy in the audience at the TV election debate mouthed the word ‘bollocks’ as the Prime Minister was talking about her plans for the NHS. Maybe we laughed? Maybe we were shocked? Maybe we were disgusted? Yet somehow, as the clip went viral on social media,
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I am delighted this week to feature guest blogger, Mac Farquhar. If you would like to blog on a theme related to The Trusted Executive then please get in touch. Here is Mac’s valuable insight into habit no.6 – Choosing to be Humble:-
How many of us are used to a kinder style of leadership,
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This week United Airlines was the latest corporate brand to the slaughter. Like BP, Volkswagen, Uber and Sports Direct before it, the beleaguered airline was caught revealing its true heartless soul in the full glare of the media spotlight. The thin veil of corporate goodwill slipped and, in a sudden violent outburst,
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There is nothing like eating your own dog food.
At a recent Trusted Executive training day, I completed my own self-assessment exercise based on the Nine Habits of Trust. It was a revealing experience which I then had the opportunity to de-brief with another coach in the AoEC team.
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Back in 2012, my co-author in ‘Challenging Coaching’ Ian Day, wrote a popular blog titled ‘Aggregation of Marginal Gains, Aggregation of Marginal Decays’. In the blog, he spoke of the positive impact of the tiny, multiple performance enhancements that had been popularised by Sir David Brailsford in the aftermath of the 2012 Olympics.
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It has been a fascinating couple of weeks in the language of trust. In my previous post on this topic, I highlighted examples from a variety of politicians as to the language they use and the impact this has on whether we trust them or not. That blog preceded the events of the last two weeks which have included two keynote speeches from Theresa May,
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Recently, I had the surreal experience of appearing on the BBC2 ‘Daily Politics’ show with political analyst, Jo Coburn, grilling me on the topic of trust. This surprising five minutes of fame was triggered by a recent Academy of Executive Coaching (AoEC) survey on the language of trust in politics which revealed the following conclusions:-
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Recently, I was delighted to have the opportunity to interview Richard Pennycook, CEO of the The Co-operative Group, regards his thoughts on the trust crisis in business and how his organisation is stepping up to this challenge. Here are Richard’s fascinating observations:-
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We live in interesting times. Every day executive leadership is in the dock. Scrutinised. Criticised. Vilified. Take the last month as an example: Deutsche Bank shares have fallen over 50% this year and the bank’s CEO recently wrote to all employees desperately trying to shore up confidence in the beleaguered bank.
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Some weeks ago I had the pleasure of listening to Martin Glenn, CEO of the FA, as he championed a ‘women in leadership’ FA programme on which I am coaching with the Institute of Directors. What struck me about Martin was his humility. He was casually dressed, informal and self-deprecating in his assessment of the challenge the FA faces in bringing more women into the football boardroom.
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