One stream, dated and topic-tagged. Our own scribbles sit alongside the pieces we're handing across — newest first, regardless of source. Use the rail to narrow it down.
In Episode 6, Turps talked about his personal leadership principles that he carried throughout his career; tried and tested, ‘been there done that’ advice. Here's the full list . . .
Read the piece →in Episode 5 we playfully talked about the need for senior people in large organisations to be, and seen to be 'important'. It's part of the survival kit for working in a hierarchy. Whilst we were taking the piss, there's still some truth in what we said, and whilst we have exaggerated some of the behaviours, some you may still recognise. Here's the list.
In our first couple of episodes, we both talked about the end of our careers -one of us through choice, the other less so! Either way, that move away from a lifetime working in the corporate world came with some challenges for both of us. This short article talks about some of those challenges, but more importantly, optimism about what comes next.
In episode 5, we took a light-hearted look at how senior people in large organisations can become obsessed with being important, and part of that obsession includes continually searching for that next role, that promotion, that increased status. This article by Panners talks about the time when, for him, that started to become less of a priority.
You may have heard that I wrote a book! I did it after I was made redundant and it gave me some purpose and structure in my life when both of those had been abruptly stripped away. A brief synopsis of the book and a link to my amazon page are below . . .
After episode 2, Panners talked about being made redundant, We've had a couple of people asking for a bit more detail about what really happened, so, at the risk of being too self-indulgent, Panners has written a short piece on his last days in the corporate world. . .
In Episode 3, we talked through our love/hate relationship with the corporate conference. More hate than love to be honest. Here's the list of the Top 10 conference 'things' that used to wind us up . . .
One of the topics discussed with Richard Smalley in Episode 4 was how positive cultures in organisations can encourage 'doing the right thing', even when it's easier not to. This article brings to life an example of when the opposite, a toxic culture, encouraged colleagues not to do the right thing leading to serious outcomes for the banking industry . . .
In Episode 4, Richard talked about integrity as a major strand of his leaderhip beliefs. This article from Linked In (Leadership First) covers how integrity is one of those principles that reveals its true value in the quiet moments — the decisions made without recognition or an audience.It’s a powerful reminder that credibility is earned over time, through choices that reflect who we are when no one is watching.
In Episode 4, we talked to Richard about creating a positive culture, and we mentioned being at a meeting with Sir John Timpson when he caught us all by surprise by wanting to stop to watch a horse race! His approach to creating a positive culture is explained in his book 'Upside Down Management' and is a great read for anyone looking to engage their time in a different, but very effective, way . . .
In Episode 3, we talked about feeling self-conscious in certain situations, not least at Corporate Conferences or other large gatherings where it seems to be most prevalent. This article picks up on some the points that we covered as well as a few ideas on how to handle this common, but potentially debilitating condition.
We've mentioned emotional intelligence in a couple of episodes and this useful piece talks about how the most emotionally attuned people can be the first to suffer in toxic workplaces, and why compassion at work is not quite the soft option it is often mistaken for.