Trust used to come with a senior job title. It was part of the ordinarypackage like a salary and pension. But trust in the authority of businessleaders has eroded and keeps on eroding – just as it has for othertraditional pillars like the bank manager, the headteacher and the policechief – to a point where creating and keeping hold of trust has becomeone of the biggest challenges for both new and established leaders. Whyis it so important? Because leadership depends on relationships and...
A report by Cranfield School of Management has criticised the lack of progress in improving gender diversity at the highest executive echelons of FTSE 350 companies. Despite progress in female representation on non-executive board positions, the report identifies the lack of women in executive roles on boards of the UK’s leading companies.
Hugh Lloyd-Jukes was a Guest Tutor on the April/October 2014 PTFL. Hugh is CEO of Oxehealth, a leading UK digital health business, and a serial entrepreneur.
Across the board, women in leadership are underrepresented. While the number of women in leadership positions has increased, there still remains a long way to go. According to research by Grant Thornton, the percentage of businesses around the world with at least one woman in senior management has increased significantly, rising from 66 per cent in 2017 to 75 per cent in 2018. However, at the same time the proportion of senior roles held by women has marginally declined. Grant Thornton...
What did former prime minister Harold Macmillan most fear, a journalist once asked him. “Events, dear boy, events,” he is famously reported to have replied. So too with organisational leadership in general, of course—and in today’s fast-changing business environment, Macmillan’s events seem to be occurring ever more frequently.
Courtesy of Brexit, the topic of negotiation seems to be in the news virtually every day at the moment. But the headlines make me question how we will ultimately fare once negotiations are complete.
Cranfield University has partnered with Barclays to launch a Master’s Apprenticeship in Leadership, making the bank the first of its kind to offer this level of apprenticeship.
How do organisations develop their huge, often diverse, population of middle to senior managers? Remembering these 'forgotten people' can be the tipping-point to take an organisation on to greater success.
These are exceptional times—and few business leaders can honestly say that they saw them coming. From Brexit to protectionism, and from mass migration to the financial crisis, things weren’t supposed to turn out like this.
Just a couple of years ago, Lloyds Banking Group was fined a record £28m for operating a system of targets and incentives that drove their staff to engage in a multitude of harmful and dysfunctional behaviours. First, Lloyds promised the market analysts it would double the number of customers. This was then translated into a “sell or be demoted” plan for the Group’s employees, which placed them into a system of tiers based on sales volume. For a middle manager, falling by one tier would...