Table of Contents

Cover StoryPurposeful People:

Leadership principles

to drive results

Features

101: Change management

An engaging video from El Mr Brown Productions on the evolution of

thinking about change management through the ages.

Strategy: What’s top of mind for the world’s chief executives

over the next three years?

Review: The magic of freedom?

Pruposeful Teams: How to build a stronger team?

Mark A Goodburn reflects on KPMG’s CEO Outlook Study.

A review of Henry Stewart’s The Happy Manifesto book.

Can it make your organisation a great place to work?

10 leadership actions to help your team flourish by Eszter

Molnar Mills.

Interview with Gordon Tredgold

Magazine Content

Career: Navigate your way to a brighter future!

Steve Preston the Career Catalyst shares 10 ideas to develop your

career and manage the career rollercoaster. You can listen to the

audio from Steve himself.

Perspectives: Don’t just survive, enjoy your workFind your strengths, put them to work and you are going to be happier,

more motivated and increase your performance.

Ági Galgóczi took part in the 2015 Strengths Challenge, read her

reflections.

5 of the Best… Leadership blogs

We have hand-picked 5 follow-worthy blogs which have made us think

and hope that they will give you ideas to develop your skills and

guidance on your leadership journey.

Recommended Reads: Positive Leadership: Strategies for

extraordinary performance by Kim Cameron

Presenting accessible, practical strategies based on rigorous research,

this book contains inspiration and insights into what makes organisations

flourish and how leadership can drive outstanding results.

Words to Lead By: Pete Hamill

Pete Hamill, author of Embodied Leadership, shares the best piece

of advice he has received.

Your feedback would make us happy. Tweet us your opinion on our

content and magazine @People_Purpose.

If you’re interested in contributing don’t hesitate to contact us

support@peopleandpurposejournal.com

Editor’s Note

I am delighted to welcome you to the first edition of People & Purpose.

We have designed our publication for managers and leaders – both

practicing and aspiring – who are looking for new and challenging ideas,

best practice insights and practical resources to add to their toolkit.

Do you want to thrive in your leadership role? Would you like to

make improvements in your organisation?

We believe that taking a strength-based approach, focusing on positive

behaviours and building on what is already working well allows us all to

do more of what we are best at. You can then reach enhanced

performance in both in your own leadership practice and within your team

and organisation. It is in this endeavour that People & Purpose explores

topics such as purposeful leadership, organisational strategy, change

management and team development.

People & Purpose can help you develop your skills and understanding as

a positive leader, whether you are an experienced manager or aspiring to

the role. Learn new approaches to successfully tackling organisational

challenges through the resources we share with you, such as how-to

guides and management tools you can immediately put into practice.

Gain insights into effective methods through case studies and leader

interviews. Find out about worthwhile advice and books that can support

your work and career.

I hope you enjoy reading, watching and listening to all we have to offer in

this issue and we would love to hear your thoughts.

Please get in touch with us to share your views, give feedback and

recommend topics and contributors for our future issues.

Eszter Molnar Mills, Editor-in-Chief

Leadership principles to drive results

Interview with Gordon Tredgold

Purposeful People

Gordon Tredgold, known as the Leaders’ Leader, is passionate about

helping and leading people, helping them to achieve their full potential.

He created a collection of principles called FAST that can help people

achieve results in their leadership practice.

F stands for focus – focusing on goals and giving clear direction. Give

people the right focus; when you put them in a position to be

successful, then we’ll all be successful. Otherwise we have to spend all

day every day trying to push them over the finishing line. People like to

be led – they don’t like to be managed.

Accountability is the second principle. It is about letting your people know

what their role and responsibility is, giving them positive feedback as they

do well, or giving them support if they do not. Show others that you’re

going to be accountable, that you will accept your position. When you do

that your people will also follow suit and be accountable.

Simplicity is a key component. You need to communicate simply, even

though we have a natural tendency to over-complicate things. Simplicity is

magical. Simple plans that people can understand are paramount – they

bring belief and confidence to our teams, and belief is the difference

between success and failure.

Last but not least, transparency.

This is about visibility toward

progress. When you’ve got great

visibility and people can see you’re

doing well, that motivates them to

keep going. Leadership is all about

the team and how we, as leaders,

prepare them, give them the tools,

put them in a position to be successful and inspire them. “No trust, no

inspiration; it’s as simple as that. As leaders we need to inspire and

engage our teams to get the best out of them, and that has to be on a solid

bedrock of trust.”

Being a leader is not just a Monday to Friday, 9 to 5 job – says Tredgold.

Leaders have to be leaders 24/7. “Do as I do, not do as I say” is

important in leadership as well. If we only hold people accountable and

don’t hold ourselves accountable, then that’s generates a culture more

of blame than accountability.

Being a leader isnot just a

Monday to Friday, 9 to 5 job

To find out more about FAST leadership and Gordon Tredgold’s

thoughts on leadership, hear about his experiences as a leader, coach

and consultant, watch the interview above.

Gordon Tredgold is an internationally recognized Leadership Expert,

Coach, Consultant and Trainer. He inspires leaders to develop

engaged teams with clear plans so they can revolutionize their

results. Focusing on turnarounds, operational excellence,

transformational change and strategic implementation, Gordon is

passionate about identifying simple methodologies that are able to

be quickly implemented, and that generate immediate benefits for

people and companies.

With a particular expertise in Driving Change, Service Delivery, and a

variety of core business competencies, Gordon is the authority on

getting F.A.S.T. results. His nearly thirty years of expertise, work

experience on three continents, and leading global teams and

careers with billion dollar companies such as Henkel, Deutsche Post

DHL and Cable and Wireless, have won him worldwide accolades

and the distinguished honor of being recognized as the Number One

Leadership Expert to follow on Twitter.

Heralded in Inc. Magazine as one of the top 100 Leadership and

Management Experts and Speakers, Gordon is also ranked #2 on

the Top 15 Must Read Leadership Blogs and #4 on the Top 50 Most

Socially Shared Leadership Blogs. He is also a Visiting Professor at

Staffordshire University, a Fellow of the Institute of Leadership and

Management and a member of the National Speaker’s Association.

His book FAST is available on amazon.com and amazon.co.uk.

Find out more at: http://www.gordontredgold.com/

We need to lead more and

manage less.

101

This month’s 101 / ”Introduction to …” column features an engaging video

on the evolution of thinking about change management through the ages.

The animated summary shares some of the core principles of the effective

management of change, drawing on the key authors on this topic,

introducing the major concepts as well as best practice.

The video highlights the importance of change as a way for organisations to

adapt and evolve in times of volatility, uncertainty, complexity and ambiguity

– collectively denoted as ‘VUCA‘.

Change Management

This video is created by El Mr Brown Productions: digital age storytellers giving

voice to your brand stories. A cluster of creativity and talent dedicated to producing

inspiring visual moments, they are a creative one-stop media production studio

focusing on video, bringing the best of creative and business minds giving voice to

the narrative of B2B companies reaching out to internal and external audiences.

What’s top of mind for the world’s chief executives over the next three years?

While confident about the strength of the

global economy and their ability to grow their

companies, CEOs are focusing on

transforming their businesses.

These leaders are certainly alert to the

changes occurring all around them, but they

are also awakening to the opportunities that

stem from disruption. By doing so, they can

respond to escalating pressures and harness

the disruptors to improve their growth

Strategy

prospects, enhance their operations and strengthen their relationships

with enhance their operations and strengthen their relationships with

customers. That’s the theme that resonates for me in KPMG’s newly

released CEO Outlook Study, which tracks the views of 1,278 CEOs in

10 key markets and nine industry sectors over a three year horizon.

This key theme also reflects the conversations I’ve been having with

clients about their strategic priorities as they face multiplying disruptors –

from new competitive pressures and cyber-security risks to innovation

and technological change that affects their entire value chain. While

concerned about change, the most successful companies are finding

ways to manage the interplay between these disruptors and convert them

into opportunities.

What’s clear is that CEOs today do not have the luxury of thinking in

terms of decades. Agility is what is required in terms of mega trends,

customer expectations and competitive shifts. They now need to ask of

themselves, “Are we moving as fast as the world around us?”

Optimism in the face of disruption

Despite frequent foreboding headlines, corporate leaders are strongly

optimistic about global economic growth in the near term. Indeed, 62

percent of CEOs are more confident now than they were last year about

global growth prospects over the next three years, while only 6 percent

are less confident. Similarly, 61 percent are more confident than last year

about growth in their own countries, with marked improvement in

confidence levels in key markets such as China, Spain, Australia, India,

France and the UK. The US, where the recovery is well underway,

continues to be a desirable market for CEOs.

This macroeconomic optimism seems to be fueling positive sentiments

among CEOs about the prospects for their own companies. Overall, 54

percent of respondents expect their companies to grow over the next

three years.

The positive tone

appears to be driving

upbeat business plans,

too, since 78 percent of

respondents indicate

they expect to be in

hiring mode through to

mid-2018, 48 percent

plan to make an

acquisition during this

time, and 47 percent

plan to devote significantcapital to expansion outside their home countries.

(Click here on the note to read the full study!)

As a result, there is strong CEO appetite for business transformation. This

is evident from the 44 percent who indicate that they are only ‘somewhat

comfortable’ with their current business model and 29 percent who say their

organizations are likely to be transformed into significantly different entities

in the next three years. And those executives who advocate organizational

change identify the company strategy, business model and operating model

as the areas liable to be transformed the most over the next three years.

The status quo is the riskiest tactic

It’s clear from a careful review of these survey data that CEOs in diverse

sectors understand they can no longer simply do more of the same.

Maintaining the status quo may seem to be the most comfortable path, but

they must understand that it is actually the riskiest one for their company.

Clients I meet with are recognizing, more and more, that immersing their

companies in the disruptive environment, and embarking on transformation,

is actually a less risky approach.

That realization is an important milestone. The next question is, ‘How

genuine, deep and effective are your company’s transformation programs?’

Additionally, developing new growth strategies emerged as the top

organizational priority cited by CEOs.

Keeping eyes open to emerging risks

Although this optimistic outlook is encouraging, the same CEOs are very

cognizant of the challenges their organizations face. The survey shows

that 86 percent are concerned about customer loyalty, 74 percent are

worried about new market entrants and 72 percent are worried about

keeping pace with new technology. Sixty-eight percent are also concerned

about competitors’ ability to take business away from their organization

and 66 percent are concerned about the relevance of their product or

service within three years.

Concern with technology was significant, with 50 percent indicating that

they are not fully prepared for a cyber event such as a challenge to

company information security, and 49 percent say they need to improve

how their organization manages their data and analytics. These are not

small problems or issues that can be resolved with simple solutions. These

issues strike at the core for their organizations and require fundamental

changes to the way they do business.

While I believe most companies are engaged in some level of

transformation, it’s important to ask whether their management is

driving the program at a speed that will allow them to stay relevant with

their customers. Rather than entering into transformation simply to bring

costs down or to lower risk, leaders need to take a harder look in the

mirror.

They must ask what their customers want that their companies are not

delivering right now. That will drive a reverse engineering process, leading

to transformation programs that truly improve customer relationships and

build a sustainable advantage. But can this truly be accomplished without

a commitment to innovation? Surprisingly, over half the global leaders we

spoke with (56 percent) say they do not have developed processes for

innovation.

Many company leaders make nice speeches about transformation but

hold on to the status quo through their actions. They may realize too late

that they can no longer manage the company by steering around

economic, social, technological and environmental disruptors. Sooner or

later, their business will be disintermediated. The alternative involves

finding ways to embrace the disruptors, to get comfortable with things that

are currently uncomfortable – from technological advances and

demographic shifts to globalization and data analytics.

Macroeconomic

optimism is

fuelling positive

sentiments about

company

prospects

Transformation as a synonym for

executive leadership

Transformation will ultimately become

more than a buzzword or a fixed-term

company initiative. It will become a

genuine synonym for executive

leadership. Soon, CEOs in successful

organizations will say, “Of course we’re in

the midst of transformation. It’s the new

normal in the life of our business.”

This article first appeared at www.ceoworld.biz, reproduced with premission.

Although embracing transformation represents a radical departure from

how many corporations have been managed for many decades, the KPMG

survey findings – revealing the high level of confidence CEOs feel about

pursuing growth, facing disruptors and taking transformative measures –

suggest that leading global organizations will rise to the challenge. Setting

the course for growth in this more competitive environment will require

new strategies, new tools and methods and new thinking, all with a laser

focus on rapid execution and a perpetual transformative mindset.

. Mark A Goodburn is Global Head of Advisory for

KPMG International. He is focused on helping

clients succeed by driving growth, managing risks

and enhancing their performance in an evolving

marketplace.

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Review

The Magic of Freedom?British training company Happy Ltd has been rated best for customer

service and work/life balance among many other awards. Henry Stewart,

Chief Executive, has written a book about the story of Happy and its

achievements. The book has a clear tone, comes with real-life examples,

provides evidence where required and poses thought-provoking

questions – overall an enjoyable read. From the title you can guess you

will find a public declaration of the methods, views and motives of the

author.

Stewart’s Happy Manifesto is based on ten points:

Book details:

Henry Stewart: The Happy Manifesto: Make Your Organization a Great

Workplace; Kogan Page; 2013. The book is available on amazon.co.uk

and amazon.com.

Most of the points are about giving freedom to your people and trusting

them. With his book Stewart aims to help the reader put in place the

structure that makes freedom and trust possible in his/her organisation.

Ági Galgóczi

The Happy Manifesto shows an

aspirational alternative, it can help

some managers and organisations but

it is still not a panacea which will “Make

Your Organisation a Great Place to

Work – Now!” Don’t get me wrong, it is

a great book, the idea has potential but

I can’t see how it could be applied in

every case. I find it hard to believe that

all employees can work without rules,

and in my experience not every

manager has the freedom to influence

the structure, choose their people and

put together a dream-team. If managers don’t have the freedom to

choose people for their team, or if they inherit an existing team with set

preferences and habits, further work will be needed before they can

provide the level of freedom suggested.

It is apparent throughout the book that Stewart believes in guidelines

rather than rules. He says managers don’t give enough freedom to their

staff and it could be much more effective if your people made most

decisions themselves. Stewart describes the hierarchy of management

needs, based on Maslow’s well-known pyramid, which highlights

workplace safety, comfort, reward and communication as necessary but

insufficient for motivation.

Stewart proceeds to expand on organisational approaches to develop

challenge, support, trust and freedom as the management behaviours

leading to high performance.

How To Build a Stronger Team

Purposeful Teams

10 leadership actions to help your team flourish

1. Develop a team that is made up of people with different experiences

and strengths. Successful teams are diverse, with a wide range of

complementary strengths; each person performing in the role that plays to

their strengths and in which they can thrive. Diversity of perspectives is

crucial for innovation.

2. Involve your team in co-creating an aspirational vision, so members

have a clear stake in the organisation’s success. Seeking your people’s

views generates immediate engagement and a stronger connection

between activity and outcome.

3. Talk about “why” as well as “what.” Foster the team’s shared aim

by describing the impact of their work so that members understand the

link to a greater purpose. There is a stakeholder, a customer, or even

society at large that benefits as an end result of the work they’re doing.

4. As part of planning and managing challenges, identify and

communicate a clear outcome. Review past similar successes and

identify the factors of that success. You can then use these to shape your

response to issues.

5. Specify and agree clear metrics and targets and agree shared

performance outcomes. This establishes each person as responsible for

their own performance, seeing growth opportunities, owning mistakes, and

setting and reporting against their own SMART objectives. This investment

of time benefits the leader by allowing you to spend less of your time spent

on ongoing monitoring.

6. Discuss performance at all levels, all the time. This means the

organisation’s performance, the team’s performance, customer

responses, and individual contributions and actions. All of these elements

contribute to the outcome, satisfaction, and experience.

7. Take the role of facilitator, rather than team manager. Ensure that

you give thinking time and space to staff members when discussing

projects or challenges. They may need time to think issues through,

explore options, or identify likely obstacles.

8. Create successful team conversations by encouraging positive

communication. The ratio of positivity to negativity is a fundamental

driver of good relationships as well as productivity. A successful team

looks to have between 3 and 6 positive statements for every negative

statement. Successful teams also listen more than argue – they spend

more time seeking to understand rather than asserting their own point.

9. Use “Yes AND…” rather than “Yes BUT…” in discussions and

meetings. This indicates that you’ve heard the other person’s point, and

allows you to build on the previous statement. It is a small language

tweak, which generates collaboration, rather than argument.

10. Expect accountability and at the same time practice visible

forgiveness to defuse blame when things do go wrong. This will

allow you to move on to resolve issues and safeguards the team’s

willingness to try new things, take risks, make mistakes and learn.

Apologising and showing forgiveness are some of the most important

ways of building trust, and encouraging open communication.

Eszter Molnar Mills is a strength-based leadership and

organisation development specialist and founder of Formium

Development. She helps organisations and individuals reach

enhanced performance by reflecting on what works, and

developing skills and strategies for improvement.

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Career

Navigate Your Way to a Brighter Future!

So what are the options for today's aspiring managers and executives, the

leaders of the future? In the twenty-first century digital age, careers are

much more malleable, and the traditional career ladder has been replaced

by the career roller coaster. A typical career path is now likely to have

many twists and turns and feature constant change.

Steve Preston, the Career Catalyst, shares 10 ideas to develop your

career and manage the career rollercoaster. You will find additional details

in the three audio files above.

Climbing the career ladder, and being able to see that next step clearly, in

order to map out your longer team career progression has historcally been

a key motivator for many people regardless of the sector or organisation.

However, there is arguably no such thing as a traditional career path

anymore, and there are certainly no jobs for life.

1. Take control, become the architect of your own future. Personal

leadership and knowing how to break through the barriers to career

progression, or navigate the career transition maze have now become

absolutely paramount.

2. Accept that your career might be better moving sideways, or even

downwards. This is a significant shift to looking at careers – no longer

as a ladder but as a roller coaster. A sideways or downwards move to

acquire new skills or gain a new perspective could be beneficial for you

in the longer term, especially if this means moving into a job or career

that is more fulfilling and provides for better opportunity to become an

expert or specialist.

3. Find an external perspective and support. Many organisations

provide mentors and coaches. Some companies have formal

mentoring programs, where you work with people in higher positions

within the company. Professional coaching can always be a great

benefit to you, help you unlock your potential, overcome any barriers to

success in order that you can fulfil your talent and maybe fast track

your progression.

4. Job shadowing, acting up, and secondment. For many people,

these can be excellent strategies if you can find a suitable opportunity.

If you know someone who has a job you aspire to and is happy to

share their knowledge and experience, even for the day, then go for it.

5. Self-promotion. Modesty and British reserve make it very difficult for

many people to blow their own trumpet, but if you don’t, then nobody

else will.

6. Learn to manage your boss. Show real commitment. Your boss can

be your best supporter if you help them become more effective in their

role and make their life easier.

7. Acquire new knowledge and transferable skills. Study for a

qualification. Grow personally as well as professionally. Positive people

who are constantly radiating energy and looking to grow personally as

well as professionally are a sought after commodity.

Recognised as 'The Career Catalyst'®, Steve

Preston, author of ‘Winning through redundancy -

Six steps to navigate your way to a brighter future’

has transformed the lives of thousands of

executives and professionals. A top career coach,

Steve thrives on inspiring people to unlock their

potential and fulfil their talent. His Career Catalyst

website features breakthrough coaching and

inspirational Career Development products. His

company SMP Solutions, provides a range of

Career and People Development services.

8. Build your network. Within the organisation, think about people who

can influence your future. Developing your networks externally is equally

important if you are looking to develop your career outside of the

organisation or being well connected is a benefit to the organisation.

Nowadays developing a good network, especially via LinkedIn, undoubtedly

enhances your professional standing and personal brand.

9. Dress professionally even on business casual days so that you stand

out from the crowd.

10. Deliver solutions not problems. Problem solvers get promoted or are

head-hunted. Make sure that you become a problem solver, rather than a

problem deliverer.

Download your

free guide here

Building on strengths and using Positive Leadership for managers

Creating a compelling vision and translating the vision into action

Building a successful team

Coaching for enhanced performance and holding effective

performance management conversations

Developing your management and leadership practice

Get your straight-forward, actionable tips to

Become a Thriving Leaderthrough:

Perspectives

Don’t Just Survive,Enjoy Your Work

Find your strengths, put them to work and you are going to be happier,

more motivated and increase your performance.

Can you name your strengths? People usually struggle, we can’t help it,

most of us think it’s an arrogant thing to do. But you should not be modest

in this case. In August I took part in the 2015 Strengths Challenge

designed to help people develop their strengths. It’s based on positive

psychology so the focus is on personal growth and development, rather

than finding and fixing ‘failures’. Everybody is a unique character and has

different interests, skills, and of course, strengths. The key to living a happy

work-life is to find things you are good at, those qualities that are distinctive

to the individual, and use them. There are scientifically proven benefits of

putting your strengths to work, here are 5 from the official site of the

Challenge:

Too many people hate their jobs, which I’m sure you’ll agree is a problem.

Even if you quite like your role, there is always room for improvement. You

spend most of your day at work, you chose a career, and you should enjoy

it not just work to pay the bills. Of course, paying the bills is important but

what if I told you, that it is possible to enjoy what you do to make a living?

Sounds unbelievable? It’s not. There is a way you can make work a little

bit easier and more enjoyable, which will work even if you already love

what you do.

Perspectives

By strengths we mean something you are good at and enjoy. This

description is from Michelle McQuaid’s book, Your Strengths Blueprint:

How to be Engaged, Energized and Happy at Work. She and her team are

the developers of the 2015 Strengths Challenge. You can have different

kind of strengths, these could be good skills, talents, values. “So how can

I discover my strengths?” you may ask. The first step in the challenge is to

identify your strengths. Strengths are stable, yet we use different strengths

and skills in different situations. You can easily build up your character

strengths profile, discover what it is you’re actually good at and enjoy

doing using the VIA survey.

The VIA Inventory of Strengths is a psychological assessment tool

designed to identify an individual’s strengths profile. It’s a free survey with

240 questions and the assessment ranks the 24 strengths in the order if

their relevance for you.

Once you are familiar with your strengths you can start the challenge. It’s

an 11-minute daily exercise to develop a strengths habit. Our habits run on

the simple loop of cue - routine - reward. Everybody has 11 minutes a day

to spare; and you can take that time to develop your strengths and turn a

job into more than just a chore.

Ági Galgóczi is the Managing Editor of People &

Purpose - the Positive Leadership Journal.

You can contact her via e-mail

support@peopleandpurposejournal.com

or you can follow her on Twitter @galgiagi

Pick one of the top five strengths from your VIA survey results that you want

to improve. I took part in the challenge and chose my strength of creativity

to develop further. Some people say you have to born as a creative person.

I don’t believe in this, in my opinion you can improve your creativity just like

any other skill.

In the 11-minute exercise, in the first thirty seconds you cue the habit. A cue

can be almost anything, such as a special time of the day, a visual trigger or

a significant place. My cue was my lunch break, after I finished my meal.

(And the same period when I practiced it at home on my days off.)

Then you start to practice your strength for ten minutes. You have to come

up with an idea that you think could be useful to improve your chosen

strength. I decided that I would learn about different kind of projects on craft

websites like Weheartit or Pinterest and watch tutorial videos of DIY

projects on YouTube. Sometimes I was an eager-beaver and spent more

than ten minutes with the practice. I think you just have to find a way to

make that 10-minute practice fun. Find your spoon full of sugar that helps

the medicine go down – as that wise woman, Mary Poppins has said.

The final thirty seconds of the exercise are the most fun part, when you

reward your behaviour. The treat can be emotional or physical, anything

that produces a natural rush of the feel-good chemical dopamine. You

deserve a nice latté or a short CandyCrush session. My reward was ten

minutes of group messaging with friends.

And that’s all, the eleven minutes are done. Based on scientific research.

Easy. Fun. I feel more creative at work and enjoy challenges that require

creativity. If you are intrigued you don’t have to wait till next year to start the

challenge, you know the secret and can start right now. For guidance keep

your eyes peeled for the 2016 Strengths Challenge.

5 of the Best…

…Leadership blogsWe believe that great leaders are made not born. We have brought

together a list of 5 thought-provoking blogs which can give you

ideas to develop your skills and guidance on your leadership

journey.

Dan Rockwell empowers you in 300

words daily. Enjoyable and makes you

think, reading this blog could become an

important part of your daily routine.

If you would like to focus on your

personal leadership or self-

development, this blog could give you

some great tips and ways to motivate

yourself.

This blog’s main focus is on helping

managers to improve their leadership

and team management skills, helping

them identify the fulfilling purpose of

their work.

Art Petty’s blog focuses

on developing leadership

skills by concentrating on

professional presence.

Critical thinking is also a

central theme on this site.

This blog is aimed at

leaders at all levels. Tips,

lists, strategies to help

managers to perform at a

higher level.

+1We could not complete this round-up without

including Gordon Tredgold’s leadership blog. Hear more from Gordon in our interview.

Did we miss out an important and follow-worthy leadership blog? Tweet us your favourite ones

@People_Purpose

Recommended Reads

Presenting accessible, practical strategies based on rigorous research,

Positive Leadership contains inspiration and insights into what makes

organisations flourish and how leadership can drive outstanding results.

Starting from an examination of what makes 'positively deviant'

companies - those which produce extraordinary results -

exceptional, Prof Kim Cameron demonstrates the impact that positive

leadership and virtuous behaviours have on productivity and financial

performance.

Leaders are reminded of the role we can all play in furthering 'the best of

the human condition' through the practice of these positive

leadership strategies:

Positive Leadership: Strategies for Extraordinary Performance

by Kim S. Cameron

Kim S. Cameron (2012) Positive Leadership: Strategies

for Extraordinary Performance, 2nd edition published by

Berrett-Koehler is recommended by Eszter Molnar Mills

and available on amazon.co.uk and amazon.com

Words to Live ByWords to Lead By

Pete Hamill, author of Embodied Leadership shares the

best piece of advice he has received:

Many of us try to be perfect, we want to get it right, we want to do the right

thing. It's probably embedded in heroic leadership, all the movies we see

where people are great heroic leaders, and acting in wonderful ways.

However when we form a relationship with somebody at any sort of depth,

we form our relationship as much with their vulnerability as we do with

their brilliance.

It is very hard to form a relationship with perfection. This idea is really

important, because I think it eases the pressure of trying to be perfect.

In reality, we're all human, and therefore, we inherently distrust that

perfection we seek in others, and it's our humanity that bonds us together.

It is very hard to create a relationship

with perfection.

Find out more about Pete Hamill, his work and thoughts on leadership in

our next issue.

People & Purpose is a service of Formium Development, a strength-

based leadership and organisational development consultancy in

London, UK. The Journal’s Editor in Chief is Eszter Molnar Mills and its

Managing Editor is Agi Galgoczi. We are privileged to have a great

range of contributors – all leaders in their respective fields.

As a development consultancy Formium Development focuses on

creating effective solutions, which allow clients to identify and build

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