Dr Caroline Rook & Dr Can Ererdi “Do we need more resilient leaders? What does creating team resilience mean? What is a resilient organization, and what does a culture of resilience mean in this context?” These are the questions that the first webinar of the of the Henley Centre for Leadership Leading Healthy and Productive…
Category: Personal Development
Alison’s essay entry for the 2021 Women in Leadership competition
“The number of women on the boards of top companies overall remains far below 50%, and few make it to CEO. How can organisations, policymakers and individuals encourage greater female participation at the top?” It’s not women’s careers that need fixing—it’s men’s. It took a global pandemic for my friend, a director in a City…
Here’s why you should apply for the Women in Leadership Scholarship
24th of May, 2021. The deadline I had been working towards for some time, to submit my application for the Women in Leadership Scholarship competition. For quite some time, since I first read the details of the competition I had been managing two different lines of thought: What should make the cut to the concise…
#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…
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…
Adding purpose to our internal dialogues
By Dr Tatiana Rowson How our internal conversation drives our behaviour, especially during periods of transitions, has always fascinated me. Understanding this internal process was the main reason I went on to study psychology and trained as a psychotherapist. This is still a featured topic in my teaching and research today, from various perspectives such…
Democratised leadership or dependency?
Professor David Pendleton The U.K. government seems to be feeling the absence of its leader. At the start of the coronavirus emergency, a slew of actions were taken that seemed decisive. Information flowed, lockdown was announced, vast sums of money were put aside to help, all in a succession of actions that were designed to…
Personal leader resilience is key to navigate the current crisis and uncertain future.
Dr Caroline Rook Currently, the resilience of businesses is being tested to the limit. But also, leaders’ robustness and resilience are key now to enable organisations and their teams to operate in these current unprecedented, frightening times. Over the coming months, if not years, leaders not only might have to question and transform the way…
Coping in a crisis: routine, routine, routine
By Dr Rebecca Jones I have always been a big fan of routine. I generally find that having a routine helps me to form healthy habits and to get things done, therefore making me as efficient as I can be. Having a routine around things like exercise makes it easier to consistently achieve my goals…
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