Career sustainability and the purpose of education

Dr David Pendleton, Professor in Leadership, Henley Business School Eight years ago, I was sitting at a large dining table in a private dining room in the St Louis Club, having just arrived from the UK via Chicago.  I was surrounded by 20 of the great and the good from that fabled midwestern city who…

Why should we stop playing down ageism at work?

By Tatiana Rowson I was recently part of a diversity conversation, and the issue of age was brushed off as too complex to be part of the discussion. I agree that age (and ageism) at work is a complex subject, and this is not only a diversity issue but an occupational health and wellbeing issue…

Are you an authentic leader?

I was privileged to be on the first cohort of the MA Leadership at Henley Business School between June 2016 and April 2018.  It was an amazing experience having the opportunity to study leadership and implementing my learning in my organisation.  The biggest takeaway for me personally though was learning how to lead authentically, in…

Fragile – Resilient – Anti-fragile

We hear a lot about building resilience, whether that is in organisational systems or individuals.  Resilience, in the dictionary is defined as ‘the ability of a substance or object to spring back into shape; elasticity’.  For a person, it is defined as ‘the capacity to recover quickly from difficulties; toughness’. Resilience means knowing how to…

Friendship bracelets, necklaces and crowns

Lockdown has been a challenge for all of us.  Those with children at school have had to double-up as teachers while finding time to do the day job at night. Whatever we have done has been achieved under exceptional circumstances. Annual appraisals have needed an approach to evaluation much like diving is marked in competitions:…

#Coronavirus and the numbers that clarify or obfuscate

Dr David Pendleton, Professor in Leadership, Henley Business School, University of Reading In the pandemic, our lives are ruled and dominated by numbers, especially when they change unexpectedly.  The number of cases, deaths, infection rates (R), and hospitalisations are meant to inform us about the impact of the virus on the nation’s health.  The employment…

Algorithms

Dr David Pendleton, Professor in Leadership Algorithms are in the news.  An algorithm is a set of rules or a procedure for solving a problem.  Who would have thought that such an esoteric thing as an algorithm would be getting so many people so hot under the collar?  We all use algorithms all the time,…

Light at the end of the tunnel: Leading with hope through Covid-19

By Dr Amal Ahmadi A frog started to climb a tree with the goal to reach the top. Other frogs repeatedly jumped and shouted, “it’s impossible, it’s impossible, you will fall”. Yet the frog successfully reached the top of the tree despite the negative noise. How? It was deaf, and instead, thought that the other…

When Organisational Values Challenge Your Own

By Professor Ben Laker Leading culture is one of the most difficult of executive challenges because it comprises interlocking sets of values and assumptions that sometimes differ from our own. This is incredibly difficult when external pressures such as the coronavirus crisis are affecting our emotional resilience and outlook. Teams need a fusion and myriad…