Featured Content

Cover StoryPurposeful People:

Embodied Leadership

FeaturesStrategy: Managing implementation risk

Purposeful teams: Edison’s method - Collaboration is key

David Mellor shares his strategies for delivering business plans and change through people.

A review of Sarah Miller Caldicott’s book, Midnight Lunch. Practicalcollaboration tools – straight from Thomas Edison’s laboratory.

Interview with Pete Hamill

Purpose: How great leaders inspire actionIn his TED talk, Simon Sinek introduces a really simple but insightful model he callls the Golden Circle.

Impact: Strength was a watchword at Inspiring Women 2015A summary of views from the Inspiring Women 2015 conference.

Leadership: Political intelligenceLeadership in a shared power world

Valerie Wark and Gerry Reffo outline the key aspects of this important leadership capability.

101: Introduction to coaching Busting coaching myths

5 of the Best… Productivity resources

Recommended Reads: Gung Ho! How To Motivate People In Any Organization by Ken Blanchard

Words to Lead By: Michelle McQuaid

Your feedback would make us happy. Tweet us your opinion at @People_Purpose

If you’re interested in contributing don’t hesitate to contact us: support@peopleandpurposejournal.com

Do you use coaching as part of your leadership practice? In Part 1 of her article, Eszter Molnar Mills introduces coaching as an effective management tool for enhancing performance.

Successful Change: Why are we waiting for the New Year?

Articles

December is all about looking back and reviewing our year and making plans to be even more productive next year. Here is a list of 5 resources that can support you in making those plans a reality.

Michelle McQuaid, best-selling author, workplace wellbeing teacher and playful change activator shares the best piece of advice she has received.

More of a fable than a leadership textbook, this book is about someone who

goes to a company and turns around its performance through 3 principles:

the spirit of the squirrel, the way of the beaver, and the gift of the goose.

Jane Buxton’s tips on how can we change before the New Year’s resolutions. Simple changes in our day to day routine can help to tackledesired goals.

Editor’s NoteWelcome to the December edition of People & Purpose, the Positive Leadership Journal.

It has been a busy few weeks in the P&P office and we are delighted and grateful for the positive feedback and social sharing that surrounded the first issue.

Like many of you, we are spending some time this month in reflection and planning. December lends itself to taking stock and we would love to hear your reflections, please do share them in the comments or at@People_Purpose .

What have your successes been this year? What did you learn? What are you planning for next year?

Our plan for People & Purpose in 2016 is to continue to explore topics such as purposeful leadership, organisational strategy, change management and team development. We would very much welcome suggestions for future contributors. Is there a leader who you would like to hear more from, or a specialist who has worthwhile views to share? If so please tell us at support@peopleandpurosejournal.com.

In this issue we are welcoming Peter Hamill, author of Embodied Leadership, in our feature interview. Watch Simon Sinek’s legendary TED talk on ‘starting with why’ and also the authors of PQ, who introduce their model for political intelligence, the key leadership attribute in a shared power world. Read about making personal changes stick now, without waiting for New Year’s resolutions, and an introduction to coaching as a management tool in our 101 column.

There is an exciting issue in the works for January 2016 concentrating on effectiveness and focus – in the meantime we wish you a very happy and restful festive season.

Eszter Molnar Mills, Editor-in-Chief

Embodied LeadershipInterview with Pete Hamill

Purposeful People

Pete Hamill is a consultant, coach and facilitator, predominantly working in the areas of leadership and organisational development. In this video he talks to Eszter Molnar Mills and describes his approach to leadership development, found in his book, Embodied Leadership: the Somatic Approach to Developing Your Leadership.

Hamill has a challenging take on leaders, saying “There are lots of people who know about leadership, there are very few people who know how to lead.” A key aspect of embodied leadership is that those people who know how to lead are those with the ability to stand up and lead when the pressure is on.

Embodied leadership is not just about cognitive processes and strategic models, it is about emotions, habits, conflict, relationships andpressure – what Hamill calls engaging “below the chin”. It is all about how you manage yourself, how you develop the capacity to respond in a wider range of ways, how you can build a productive relationships with others.

Our ability to lead is rooted in our patterns of behaviour and personality habits, and Hamill talks about his work with clients, helping them develop the capacities they need, practising how to change their approaches.

Pete is a consultant, facilitator and coach with an international background in leadership and organisational development. He is interested in leadership and personal development, including the role that conflict plays in organisations and society, and is the author of Embodied Leadership: the Somatic Approach to Developing Your Leadership.

Consider “What is your leadership for?” it is vital to think about what we want to achieve, rather than the importance of holding a ‘leadership position.’

Developing effective leadership is not easy – it is a hard path that may take years of in-depth work as changing deep-held patterns is difficult.

As leading is about making a stand and engaging with conflict when necessary, it requires noticing the moments that require leadership. Hamill touches on mindfulness as a concept of being ‘in the moment.’ He encourages us to pay attention to what’s going on and respond to it, rather than thinking about past memories or future fears.

To find out more about embodied leadership and Pete Hamill’s wide-ranging and thought-provoking ideas on leadership and mindfulness, and to hear about his experiences as a coach and consultant, watch the interview above.

Strategy

Managing implementation risk

When I used to work in Venture Capital we were regularly assessing strategic plans and business plans. If we liked the people, and the idea, we would move on to more detailed due diligence about every aspect of the business. Only then would you get in to negotiation of terms and conditions, which would lead to an investment being agreed. The whole process would regularly take over 6 months. To give you an idea, over one 12-month period we looked at 700 plans, and invested in 15 of them, so around 2%, which is in line with the industry norm.

On the day the final decision was being made about whether to invest or not, about 60% of the weight of the decision was around implementation risk. All the reasons not to do the deal had been removed by the due diligence process. However, it didn’t matter how perfectly crafted the business plan was, and how sound the underlying idea was, the focus was really on did we believe that the management team could execute the plan.

A wise old American venture capitalist once said “I would rather have the A Team with the B Plan than the other way round”!

Managing Implementation Risk is therefore of utmost importance. A good starting point is around staff engagement. Ask yourself the following five questions:

• Can you inspire and motivate your people with your vision for the future direction of the business?

• Can you explain to them with absolute clarity what the process is going to be for the vision to be realised?

• Can you get them to take ownership of the challenges, so that they set the outcomes and transition from being focused on “busyness” to being focused on achievement?

• Can you lead the way by demonstrating an attitude that embraces change where it makes sense to do so i.e. not change for change’s sake? In this context it is important to note that if you are trying to change something you have to stick at it for a protracted period of time until your brain accepts it as the “new norm”.

• Can you create a culture of trust and integrity, so that information sharing is encouraged and people collaborate better by following key common processes?

If this resonates with you I encourage you to read the work of Michael Gerber and Mark Fritz, who have so many helpful suggestions for you to make this work.

A few tips to help you with this: 1. You need a clear and robust plan, a strong purpose, and to be surrounded

by the right people.

2. You need to encourage communication.

3. Look for some easy and early “quick wins” which will help you build

momentum.

4. Be aware of the team supporting you, and check regularly where they are

in the widely used “Forming/Storming/ Norming/Performing” sequence,

bearing in mind they can go backwards as well as forwards, particularly

when there are changes to the composition of the team.

5. Focus on growing your best people (in terms of both attitude and

achievement); they will help you deal with the rest of your people.

6. Ask your team questions, and get them to give you options, which will

increase the possibility they come up with an option you can support.

7. Keep everyone aligned in terms of what success is going to look like.

8. Stick to your values – know what you will/won’t tolerate and refuse to

compromise.

The diagram above captures the essence of this.A final thought for you on this topic. I remember back in the mists of time an annual appraisal where one of the comments was “He gets things done because of his people rather than at the expense of his people”. That made me very happy.

David Mellor has developed a portfolio of activities which derive principally from 25 years’ experience in commercial and investment banking with HSBC and Deutsche Bank.

His consultancy activities embrace strategic planning and implementation, and mentoring existing and aspiring entrepreneurs. He published From Crew to Captain in 2010, written for people making the transition from working for big institutions to working for themselves. He has followed that up by launching From Crew to Captain: A Privateer’s Talein 2014, which is written for people establishing consultancy practices. The third book in the trilogy –From Crew to Captain: Commander of the Fleet is available here.

9. Be open to feedback and act on it.

10. Review progress regularly and don’t be afraid to take swift corrective

action if necessary.

Compelling reason

Supportive climate

Achievablefirst steps

Clear direction

LeadershipCommunication Measurement

Effective Change

What is organisational culture and how it is determined

What high performance cultures have in common

3 leadership actions you need to take to develop a

positive culture within your team and organisation

Click the button below to gain access

View this free webinar to explore:

Click here

Purposeful Teams

Edison’s method –Collaboration is the key

The light bulb; just a simple object in your everyday life. We need it at home, in the office, on the street, almost everywhere. Thomas Edison frequently receives credit for inventing the light bulb (in spite of the efforts of inventors such as Davy and Swan who came before him). We tend to imagine every great innovator alone in their basement laboratory working on their greatest ideas. But most of them don’t work alone, just as Edison did not invent the light bulb all by himself - he had a team.

In her book, Midnight Lunch, Edison’s great-grandniece Sarah Miller Caldicott outlines how you can use Edison’s collaboration methods to strengthen your team, whether face-to-face or virtually. It is a four-step process and all the processes within each phase are designed to link together, becoming a self-referencing system.

The first phase is Capacity; select small teams of 2 to 8 people of variedspecialisms. Diversity of strengths will bring the diversity of perspectives. Everybody can learn from each other and the small number is important to create an environment of collegiality.

Context is the next facet where effective collaboration leads to innovation. It involves individual then collective study of the problem and experimenting with potential ways forward. Learn from the mistakes and use them to create new contexts. Discuss them with your team, listen to every individual, the diversity of the team will increase the possible number of solutions.

The third “C” is Coherence. There can be disagreements within every team. Step in and encourage a renewed discovery of the purpose with your team, the common goal that binds them together.

Ági Galgóczi is the Managing Editor of People &Purpose - the Positive Leadership Journal.

You can contact her via e-mailsupport@peopleandpurposejournal.com

or you can follow her on Twitter @galgiagi

Teams without a shared purpose are just groups of people. Every team

needs an inspirational leader who can step in when it is needed.

Complexity is the last phase. You can find ideas in the book for how to

manage the complexity of collaboration from reskilling the members of

your team to leaving a “footprint” as a guide to the next generation, or to

other teams.

Caldicott’s Midnight Lunch is not always an easy read, in order to follow

the self-referencing system attentive reading is required. It is a

challenging book that can make you rethink how you structure, manage

and lead your teams. It offers a number of practical collaboration tools –

straight from Thomas Edison’s laboratory – that you can use during your

leadership journey.

Midnight Lunch by Sarah Miller Caldicott is available on amazon.com and

amazon.co.uk.

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across our other platforms

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a specific web page

We are always looking for contributors to keep our magazine fresh and interesting. We publish various types of content, including

articles, videos, audio, presentations and infographics.

Suggest a leader you would like to see interviewed or an expert for

inclusion in the magazine:

support@peopleandpurposejournal.com

If you would like to get involved, write for us, submit a review copy of your book or be interviewed, please submit your ideas

to support@peopleandpurposejournal.comand we can discuss your options.

PurposeHow great leaders

inspire action

Why is Apple so innovative? Why is it that Martin Luther King led the Civil Rights Movement? Simon Sinek answers these questions in this TED talk. He introduces a really simple but insightful model he calls the ‘Golden Circle’. He says that inspirational leadership starts with the question ‘Why?’ Read the transcript.

Simon Sinek is a leadership expert and management theorist. Described as ‘a visionary thinker with a rare intellect’, Sinek teaches leaders and organizations how to inspire people. With a bold goal to help build a world in which the vast majority of people go home every day feeling fulfilled by their work, Sinek is leading a movement to inspire people to do the things that inspire them. Find out more at Start with why.

This recording is reproduced with permission from TED.com. TED is a non-profit organisation devoted to spreading ideas, usually in the form of short,

powerful talks of 18 minutes or less.

ImpactStrength was a watchword at

Inspiring Women 2015A formidable line-up of inspiring women spoke at the London day of Management Today’s flagship conference series on 19th November 2015.In perfect wordplay, the event featured both tremendously inspiring women and provided an opportunity for the mainly female audience to gather inspiration.

Strengths and approaches of positive leadership were the golden thread that ran through many contributions. Here are some of the key pieces of advice shared:

Karen Penney vice president and General Manager UK at American Express UK highlighted “We always talk about the things we are not very good at, rather than the things that we are really good at. I am a firm believer that if you have a strength you need to play to that strength, and try and add other bits to it.”

“I see the strength in each person.” stated Kim Winser, OBE, CEO of WinserLondon in her keynote speech. Her suggestions include focusing on the strengths of different people to put a complementary team together, operating with energy and positivity, taking risks and keeping knowledge fresh. “Start with strengths and then work on weaknesses.”

Embracing challenge and resilience were also lauded. Cressida Dick CBE, of the FCO, previously the UK’s most senior female police officer, sums up the key attributes necessary for leadership as confidence, humility and resilience.

Alix Pryde, Vodafone’s UK Head of Innovation, suggested to bite off more than you can chew and stretch yourself. “I am really into failure, without failure you never learn. Some of the best feedback I had was after something has gone wrong and I have had to dig deep for resilience.”

Willingness to learn and being agile are key, stated Karen Penney. “Life begins at the edge of your comfort zone” added Brie Rogers Lowery, Deputy Managing Director and Europe & UK Director at Change.org.

Leadership

Political intelligenceLeadership in a shared power world

Leaders in all sectors are now operating in an environment of shared power – and adjusting to it means they have to do things differently. They need to work with multiple stakeholders and come up with long term, innovative solutions that benefit all.

In the video above Valerie Wark and Gerry Reffo outline the key aspects of this important leadership approach.

Tomorrow’s leaders need to look beyond the urgent and immediate day-to-day demands to see what the future needs

and how that shapes what they do today.

The PQ leadership model of political intelligence captures how smart leaders deliver success for themselves and others in this world. PQ leadership is a new leadership concept that enables governments and businesses to build relationships and work together in a more effective way.

Five facets of political intelligenceThe PQ model describes the key skills and behaviours of five facets: futurity, power, empathy with purpose, trust, versatility.

Where are you strong and where do you need to develop? When all 5 facets

are developed and working in harmony PQ leadership delivers. Watch the

authors share their insights in the video.

The book, Leadership PQ: How Political Intelligence Sets Successful Leaders

Apart, is available on amazon.co.uk and amazon.com.

This content is reproduced with permission.

Gerry Reffo, CMG was Head of Learning and Development in the

UK Foreign and Commonwealth Office and is now a senior

independent HR consultant and Ashridge Business School

accredited executive coach and associate. She develops leaders,

teams, and organisations in both the public and private sector.

Valerie Wark is an Ashridge accredited coach, working with individuals at Board level, Directors and high potentials. Her qualifications and experience as a CEO in the NHS, a Non-Executive Director and as a Coach and Leadership tutor, enable her to relate to clients in terms of both their business and psychological needs and she is widely known for innovative programme design and executive coaching that delivers results. Her clients include the Foreign and Commonwealth Office, Vodafone, BBC Worldwide, The NHS, Lloyds Bank, Kerry Foods and BG Group.

You can also visit our website at

www.peopleandpurposejournal.com

Click on the link for more interesting content!

Successful ChangeWhy are we waiting

for the New Year?With the festive period upon us and end of year leadership responsibilities stacking up life could feel stressful both in and out of work and, as you head towards the end of the year, simply surviving the social and financial strain can feel like a victory. Our waistline, budget and patience may be stretched but we can always start afresh along with other desired achievements or resolutions in 2016 - right?

But it doesn’t have to feel this way. If we carefully introduce one or two simple changes in to our day to day routine we could at the least prevent some of the detrimental impact, if not give ourselves the chance of a head start in making and achieving changes we desire.

So how would you do that along with your daily responsibilities and make it stick?

It can be easy to fall into the trap of wanting to change overnight, believing that we get the change right from that point on, and that we have failed if we should fall back into old habits, even for one instance. For example: you feel you should be more prepared for meetings, spend more time coaching your team or it may be get to bed earlier, eat healthily or exercise more; rationally it seems we could ‘just do it’ and if necessary, draw on a little willpower and determination to make it happen. However, when we explore how we form habits and behaviours it’s easy to see why simply deciding we want to change is not enough.

Our current way of operating has been etched into our way of being as our brain is a master at embedding routines into our autopilot; there are differing opinions on how long it takes to make or break a habit but what is certain is that: to change we need to invest time getting into the

granularity and detail of both current and, more importantly the desired behaviour and we need to allow ourselves the opportunity to adapt, modify and learn from our attempts to ingrain the new approach.Below are 6 tips to help:

Identify - what you would like to change?

Focus – on your reason and benefit for change: What you value about your current approach? What gain does it provide? And how important is this gain to you on a scale of 1 to 10?

This is important so we understand what has kept us using this approach.What’s the benefit when you’ve made the change? How important is achieving this change on a scale of 1 to 10?To make a change we need to be clear of our reason to want to do this and be clear that it is really something we desire.

Be Forensic about your current situation:Location, time of day, your emotional state and other people can all be triggers which generate the unwanted behaviour or automatic action. What do you currently believe about yourself in relation to the change? This can play a hugely important role in helping or hindering progress.

Create - your new world in detail by describing what it will be like when you’ve made the change:What will it feel like? What will you see yourself doing? What will you tell yourself? And what will you believe about yourself in relation to this change? For the triggers identified in point 3 find a replacement action which you will focus on.

MOST IMPORTANTLY

Start Small – like a project break your change down into small incremental steps to progress towards the change (e.g. drinking more water: 1 small glass a day not a 2 litre bottle overnight).

Celebrate what you have achieved not what you haven’t – it’s important to recognise progress and not focus solely on the times or areas you haven’t succeeded (e.g. 3 days drinking 1 glass of water is better than none).

Here’s how this might work:

1. Identification Improve my time management.

2. FocusI want to be better at managing my work and feeling like I’m in control of what needs to be done although I like the variety of tasks and need a fair bit of pressure to motivate me to get things done – 7/10.Others’ perception of my capability will be improved, I’ll feel in control and like I’m achieving something – 9/10

3. ForensicWhen I’m tired I end up procrastinating and wasting time. I always expect to achieve more. I start the day looking at my emails and before I know it an hour or more has passed. I get interrupted and end up offering help to others.

4. CreateI’ll feel like I’m in control of my workload. I will learn to recognise and focus on what I have achieved during the day. I will be prioritising first thing in the morning so I get the important things done. When I get interrupted I will consider my priorities and whether I can help.

5. Start smallWeek 1 - 4: I will spend the first 15 minutes identifying priorities – a calendar reminder will prompt me – I will list what must be done and what I’d like to additionally achieve. Week 3 & 4: I will additionally spend 10 minutes around midday to check priorities again.

6. Celebrate I will focus on the days I do put this into practice and reflect on the difference.

Having practiced change and started achieving your goal you are in a great place to build on this in 2016.

You could also help your team consider how they best tackle their desired goals.

Jane Buxton is a leadership development specialist, motivated by helping others to • develop greater awareness• change habits and • achieve greater fulfilment and impact in work

or life.

Jane works with teams and individuals at all levels to maximise business performance through development, bringing to my work my experience in managing multiple teams and providing resource globally for large scale projects.

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:

Download your free guide here

Perspectives101

Introduction to Coaching – Part1Busting coaching myths and why use coaching for enhanced performance

Do you use coaching as part of your leadership practice? If not, you may wish to consider learning how to empower people through coaching. Coaching is a people management tool that supports people in giving their very best regardless of their current performance level. Sometimes all a team needs to shine is a bit of support that is focussed on helping them find solutions themselves, rather than the manager providing direction or advice.

Coaching myths

Myth1: “It takes too long; it take less time if I just tell them the answer or what to do.”

You may worry that coaching is too time consuming, but it takes no more time overall than many other management practices. Crucially coaching builds capacity in your team to resolve their own issues or come to you with solutions, rather than questions – saving you time in the medium to long run.

Myth 2: “I am not a professional coach, surely an external person needs to do this work.”

While there is real value in independent executive coaching, anyone can add a coaching approach to their management toolkit.

Doing so is hugely beneficial and easier than you might think. David Rock defines coaching as ‘the art and science of facilitating positive change’. That is mostly what the management role is - meeting people where they are, then helping them build on their skills, strengths and experiences, addressing shortcomings, finding solutions and identifying strategies to meet agreed targets.

Myth3: “I have the right answers, I should always share them.”

You should if there is only one right answer. But allowing your colleagues to maintain ownership, think issues through and work out their own solutions helps to get the best from your people. Sir John Whitmore argues that coaching encourages acceptance of responsibility, which results in commitment, in turn optimising employees’ performance. A coaching approach helps establish boundaries around their responsibility for delivering outcomes and resolving issues. Your role is to work with people not for them – helping them work towards solutions rather than micro-managing. It helps when people own their goals.

Coaching is a high value and relatively low cost leadership activity. It has great return on investment. A significant US study that looked into application after training found that the application of learning from a course was around 22%. The rest of the people simply didn't put anything into practice. But when training was combined with coaching or some sort of a follow-up, it really helped people put their learning into practise. Suddenly, application went up to 90%. That is a much better return on your investment.

Coaching can also be delivered just in time; you can talk about a project just as it arises. Coaching is targeted, it can be specific to your organisation and the type of work or individual that you are talking to. It can build on their experience, knowledge, and skills while addressing their specific challenges.

When to coach?

PWC’s Global Coaching Study for the International Coach Federation found that coaching creates improvements in areas such as self-confidence, relationships, communication skills, work-life balance, work performance, business management and team effectiveness.

There are few situations when you would not want these benefits, but it is crucial to have as many of these elements as you can possibly lay your hands on when there are high stakes pieces of work, big projects, or issues where you're carrying an awful lot of responsibility.

By adding a coaching approach to your practice you can look forward to reaping its many personal and organisational benefits.

Read our January issue for part 2 - guidance on how to use coaching with your staff.

Eszter Molnar Mills is a strength-based leadership andorganisation development specialist and founder ofFormium Development. She helps organisations andindividuals reach enhanced performance by reflecting onwhat works, and developing skills and strategies forimprovement.

5 of the Best…

…Productivity resourcesThis is the last chapter of 2015. December is all about looking back and reviewing our year. On New Year’s Eve we usually promise ourselves that we will achieve even more during the coming year. We collected a short list of the best resources that can help increase your productivity.

Trello is a highly customisable digital board that you can use to set up anything from to-do lists, notes and more. The user creates lists which work as virtual containers that can be filled with task cards. You can attach documents and pictures and share all the items with your team. Moving a card from the “To do” to the “Done list” is so satisfying. (Android, iOS)

Do Nothing for 2 MinutesIn our networked environment, there is pressure to

always appear busy. We are losing the art of balance between activity and inactivity. Being busy all the time

doesn’t mean that you’re productive always as well.Maybe it sounds odd but this website is the perfect way

to refocus your mind after a hard task, a stressful presentation or meeting. Calm your mind.

HootsuiteToday it is all about social media. If you have to manage multiple social media platforms this is the site for you (also available for Android and iOS smartphones). Hootsuite is a dashboard which allows you to manage several profiles from one place, and so helps you reduce the amount of time you spend on Facebook, Twitter, etc. The best thing is that you can schedule posts for the upcoming weeks or months.

Did we miss out an important resource thatcan help with being more productive? Tweet

us your favourite ones @People_Purpose

MapMyFitnessRunning a business, being a leader or managing a team is

a stressful job. Personal health can often be low on the priority list, but regular exercise can release stress, clear the mind and boost energy. When you have more energy

and a clear mind you are more productive. Use this resource to simplify workouts. The app finds exercise routes in cities around the world, tracks progress and

can monitor overall activity by uploading data from fitness trackers.

SwiftKeyNowadays we can work from almost anywhere thanks to the era of the smartphone. Autocorrect can help you with faster input of text but SwiftKey does an even better job. It comes with swipe typing, a smarter autocorrect and a creepily accurate predictive typing system that quickly learns your typing and vocabulary quirks. (Android, iOS)

Recommended Reads

Gung Ho! - How To Motivate People In Any Organization by Ken Blanchard

More of a fable than a leadership textbook, this book is about someone who

goes to a company and turns around its performance through 3 principles:

the spirit of the squirrel, the way of the beaver, and the gift of the goose.

“The book actually inspired me to write, because Ken Blanchard writes so

simply, even an 8-year-old child could read that book and understand it.” - says

Gordon Tredgold. “That really made me feel that that was how I needed to

write, because we have to make leadership accessible to people, and the way

to do that is to make it easy to understand. If you'd just follow these 3

principles, you would be able to achieve a significant amount.”

Gung Ho! by Ken Blanchard was recommended by Gordon Tredgold (check out our interview with the leader’s leader in our previous issue).

The book is available at amazon.co.uk and amazon.com.

Words to Live ByWords to Lead By

It's the questions that look for the true, the good, and the

possible that enable us to more consistently flourish.

“Every action we take is preceded by a question” –Professor David Cooperridersaid. It was my wake-up call to start tuning in to “What are the questions that are actually shaping the actions we take?” The second thing he said is that in particular:

Lots of my questions were focused on what wasn't working and not too often was I looking for the true, the good, and the possible, and learning to ask those kind of questions. The third thing he said: “Behind every cynic is an unexpressed hope.” Every time somebody argued with new ideas or wanted to pull them apart it was my a-ha moment to go, “Okay. Behind all of this there's an unexpressed hope and if I can find that hope maybe we're not that far apart.” That was the case almost every single time, and it meant that my cynics often became my greatest supporters, and it made it much easier to introduce those ideas into workplaces.

Michelle McQuaid best-selling author, workplace wellbeing teacher and playful change activator and our featured interviewee in the next issue of People & Purpose. Here she shares the best piece of advice she received:

Find out more about Michelle McQuaid, her work and advice for leaders in our next issue.

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People & Purpose is published by Formium Development, a strength-based leadership and organisational development consultancy in London, UK. The Journal’s Editor in Chief is Eszter Molnar Mills and itsManaging 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 on their strengths and do more of their best work.

Training and executive coaching is available for managers throughouttheir career path, including well respected internationally recognisedqualifications in management and leadership from the CharteredManagement Institute (CMI). Formium Development's aim is to help individuals and teams improve their performance and become more engaged and fulfilled within their work.

Contact us:Website: www.formium.co.uk; www.peopleandpurposejournal.comE-mail: info@formium.co.uk; support@peopleandpurposejournal.comTelephone: 020 7416 6648 (International: +44 20 7416 6648)