Getting the balance correct with how hard you work, the time you give to yourself and those that require your emotional inputs and time and to get that consistently right over decades of ones life is a lot to deal with.

To quote Shakespeare....well to paraphrase....well to play with his words, but you get my point:

"To work or go home? That is the question, whether 'tis nobler to put the hours in and to take arms against a sea of troubles or by going home...to regenerate"

The point is, you can stay at work for many reasons....you:

• love it
• validate yourself through it
• fear it
• want to contribute
• etc......

But where are you in all of this? And what about those that need you?

How valuable are qualifications in the present day? 

We have organisations like Google who have created literal digital universities with the intent that you can get knowledge in a manner that adds real value in months not the years that might go with university.

But at the same time doesnt that loose something? When the point of higher education is not just the knowledge but the interaction that grows the human being and adds to insight.

Of course there are also instituations that bring real challenge and hold people to the highest levels and others that 'work with you untill you pass'.....whilst signing you up for the next course.

Caveat Emptor...Buyer Beware!


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Values! Easy to talk about, harder to act upon? The reality is that sometimes we feel the pinch and dont always know how to move forward.

Values are a complex topic, especially when its not always obvious as to what to do, or if we are prepared to deal with the consequences of doing the right thing.

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As we move into the next phase of the pandemic with the jabs rolling out, there is now a sense that we are moving forwards. There is a alot of conversation about the 'new normal' and what that will look like.
 
David makes a key point on the fact that 'great leadership' looks the same now as it did prior to Covid, it's just that different things might be in focus.
 
 Guy offer 3 x Top Tips: Be prepared to.... 

1.     Listen Deeply 

2.     Change 

3.     Hold your ground 

In the end of course this is about managers in senior roles, reflecting on the needs of the organisation as a living enterprise and not just a set of data points.
 
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Why is TRUST at an all time low? The Edelman Trust Barometer says that trust for Business, Government, NGO's and Media is at an all time low.

To quote the survey:

General Lord Dannatt was reported as being horrified by a shocking RAF initiation ceremony.

How do you say in touch with what is going on within your organisation? This isn't about just having a regular walk around.

It is the difference between: 

• deeply looking at what is going on......or 
• having a level of wilful blindness ( as per Margaret Heffernan)

There are many examples of people in senior roles 'not being aware of x, y or z' but actually in this day and age that doesnt cut it.

There is a difference between not knowing about the rogue operative and a systemic issue that everyone else appears, when it all comes out, to know about.

There is a danger for any business, culture and society as a whole when those in power 'let things go' because it actaully serves a purpose.

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*(We gave an illustration of the Andaman sea but actually should have said the Aral sea)

Morality is a key concept for leaders and businesses. "Can a business do well and have a strong moral compass?"

The saying goes, "All is fair in love, war and business" is that ok?

There is something about how leaders manage the reality of morals and the idea of 'do no harm' can go a long way here.

The topic of proximity is also discussed, as the nearer we are to a thing the more concerned we appear to be about it. 

"Is this the same with morals?"

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As Vinnie Jones said in Lock Stock And Two Smoking Barrels...."It's been emotional!" and that just about sums up the COVID, lock down experience. 

Here David and Guy take time to reflect on the situation so far and talk through the mindset, motivations and contexts that have and will enable people to 'stay sane in lock down'.

It is a big moment for alot of companies, trying to understand what the new normal is going to be. Will it be:

• All back in
• All stay out
• A hybrid

It seems clear that some people have loved the time at home, whilst others have really found it hugely difficult, with many a combination.

There is a definite reality around 'understanding the home space and dynamic' coupled with personal preference.

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Did you see.....Boris Johnson said, "Johnson also said he did not believe the Covid-19 pandemic would lead to a fundamental change to life in big cities". 

It's an interesting perspective. Does he believe it or just felt he had to say it?

In this episode we look at why Boris took that position?

Talking in absolutes is a tricky position to operate from and smacks perhaps of the 'heroic' style of leadership of old, as opposed to a more inclusive and vulnerable strength as potentially demonstrated by, 'I don't know where this is going however I trust our ability to get there'.

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Can pay be fair and equitable? In fact does it need to be? In this inaugral episode Professor David Pendleton (The Professor) and Master Coach Guy Bloom (The Coach) take some time to connect the dots on the idea of whether or not pay could, should or is equitable.

What does 'fair pay' do to the highly driven? Does it take away their reason to strive for the impossible? 

What does fair pay do the the individual who want to work hard and contribute byt isnt operating in the 'top earners' hemisphere?

You can listen here: