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A tartalmat a Adam Pacifico biztosítja. Az összes podcast-tartalmat, beleértve az epizódokat, grafikákat és podcast-leírásokat, közvetlenül a Adam Pacifico vagy a podcast platform partnere tölti fel és biztosítja. Ha úgy gondolja, hogy valaki az Ön engedélye nélkül használja fel a szerzői joggal védett művét, kövesse az itt leírt folyamatot https://hu.player.fm/legal.
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The Leadership Enigma
Mind megjelölése nem lejátszottként
Manage series 2816408
A tartalmat a Adam Pacifico biztosítja. Az összes podcast-tartalmat, beleértve az epizódokat, grafikákat és podcast-leírásokat, közvetlenül a Adam Pacifico vagy a podcast platform partnere tölti fel és biztosítja. Ha úgy gondolja, hogy valaki az Ön engedélye nélkül használja fel a szerzői joggal védett művét, kövesse az itt leírt folyamatot https://hu.player.fm/legal.
For 30 years I've uncovered the best and worst of human behaviour and endeavour.Now it's time to truly understand what we mean by leadership in a chaotic world. I've delivered live events to over 60,000 around the world as a leadership expert, author, opinion columnist and barrister. Each week I'll explore the power and potential of the human being with global experts, academics, rising stars, ambitious upstarts and disruptors across sectors, disciplines and geographies as we explore 'The Leadership Enigma.'Whether you are an entrepreneur, business owner or seasoned corporate executive, this show will uncover the tools, techniques, strategies and lessons learned to catapult your leadership capabilities in preparation for success in a constantly changing landscape. The Leadership Enigma is an award winning globally ranked show powered by LaunchPod Studios. www.leadersenigma.comYouTube Channel:https://www.youtube.com/@theleadersenigma Hosted on Acast. See acast.com/privacy for more information.
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213 epizódok
Mind megjelölése nem lejátszottként
Manage series 2816408
A tartalmat a Adam Pacifico biztosítja. Az összes podcast-tartalmat, beleértve az epizódokat, grafikákat és podcast-leírásokat, közvetlenül a Adam Pacifico vagy a podcast platform partnere tölti fel és biztosítja. Ha úgy gondolja, hogy valaki az Ön engedélye nélkül használja fel a szerzői joggal védett művét, kövesse az itt leírt folyamatot https://hu.player.fm/legal.
For 30 years I've uncovered the best and worst of human behaviour and endeavour.Now it's time to truly understand what we mean by leadership in a chaotic world. I've delivered live events to over 60,000 around the world as a leadership expert, author, opinion columnist and barrister. Each week I'll explore the power and potential of the human being with global experts, academics, rising stars, ambitious upstarts and disruptors across sectors, disciplines and geographies as we explore 'The Leadership Enigma.'Whether you are an entrepreneur, business owner or seasoned corporate executive, this show will uncover the tools, techniques, strategies and lessons learned to catapult your leadership capabilities in preparation for success in a constantly changing landscape. The Leadership Enigma is an award winning globally ranked show powered by LaunchPod Studios. www.leadersenigma.comYouTube Channel:https://www.youtube.com/@theleadersenigma Hosted on Acast. See acast.com/privacy for more information.
…
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213 epizódok
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×Greg Orme is a global educator and author of Business Book of the Year, "The Human Edge." 'The Human Edge' focused on the fearful narrative that was and is growing around the use and development of AI. If we challenge AI on it's own ground we will certainly lose, Greg explains. Greg's book researched how leaders can differentiate themselves in this world of AI and digitisation. He constructed the 4C's Consciousness - which is finding meaning and vision and a sense of purpose in your work Curiosity - to ask better questions and change faster than the world is changing around you Creativity - the process of having good ideas that work in the world and Collaboration - how can you form collaborations with fellow human beings and AI too, to get your ideas into the world. The rate of change and development in this arena continues to increase. We only experienced the release of Chat GPT just over 800 days ago and now we have the announcement of 'Stargate' and the release of 'Deepseek'. Do leaders still think that AI is a fad and will dwindle over time? The strange answer is yes. The reality is very different and leaders have to grasp the importance of human centred leadership as a superpower. Greg explains we are at the bottom of the 'S' curve in the development of AI and what got us here is becoming exponential in growth especially with the introduction of quantum computing. Ai used properly can increase productivity by 40% giving us all more time. The question is what do we focus on in that time? This is where the human centric leadership skills play their part. Think of AI not as your auto-pilot but as your co-pilot. We must thrive in the knowledge that we can't stop AI. It will be more intelligent than humans possibly by 2027 and we will make mistakes along the way. No one can forecast where the destination is. Is super intelligence capable of consciousness? Will humans become the weakest link? Will AI consider the eradication of humans as the simplest answer to stop war, violence, global warming, exploitation and other human based issues? Connect on Linkedin: https://www.linkedin.com/in/gregorme/ Greg’s website: https://gregorme.org/ To buy The Human Edge: https://www.amazon.co.uk/stores/Greg-Orme/author/B00JH11WQ4?ref=ap_rdr&isDramIntegrated=true&shoppingPortalEnabled=true To read Greg’s latest thinking on Forbes: https://www.forbes.com/sites/gregorme/…
Dan Hart left his 34-year career at Boeing to embark on a new adventure as CEO of Virgin Orbit. Working for Richard Branson’s startup was the opportunity of a lifetime during the heyday of new space, and the company enjoyed a string of successes before the company filed for bankruptcy in April 2023. The 1969 moon landing had a big impact on Dan in his early years and he simply cold called NASA to see if he could get a job! To his luck, they answered and he found his way to Kennedy Space Centre. The Challenger accident occurred in January 1986 and it impacted all the individuals in the industry and halted the programme for a number of years. Dan himself watched the events unfold with his team and they were all reminded of the dangers of the work they were involved in. It was in 2016 that Dan was asked to take on the CEO role of Virgin Orbit. Dan had been following the recent space race developments and Virgin Orbit working along side Richard Branson was an appealing challenge. Note: Virgin Orbit was set up to launch satellites whereas Virgin Galactic was focused on space tourism. Virgin Orbit was trying to be the first to launch a liquid rocket off the wing of an aeroplane. The X1 and X15 many years ago had been liquid propelled but none had been orbital. A liquid rocket is a complicated machine with multiple variables and unknowns. The legacy of the space industry was the compelling reason Dan said yes to Virgin Orbit with high risk and high reward on the agenda. Why is space so compelling for iconic billionaires such as Branson, Musk and Bezos? Dan considers it to be the potential for limitless learning, legacy and impactful world changing technologies and scientific breakthroughs. Dan remains excited as to the developments in space science such as expeditions to Jupiter and Mars to enhance our ability to understand the universe. Dan explains moving from Boeing to Virgin felt liberating as he took charge of a small, agile start up with a mandate to reinvent from the go. Great technical talent met creativity so anything was now possible. I ask Dan what it was like working shoulder to shoulder with Richard Branson? Dan talks about Richard's, awareness, inquisitive nature and visionary qualities allowing others to flourish and thrive. As CEO Dan needed to be the positive drive for others to push for achieving the never achieved before but also mindful of the lessons of the past, such as Challenger. Dan was involved in projects where they were 'punching above their weight' due to the attractiveness of the space industry. Virgin Orbit was invited to the G7 Summit in 2021 and worked with Prime Minister Boris Johnson for the first launch ever from the UK. There was no 'playbook' for this type of event and adventure. Dan tells the story when he feared his team could be arrested by the police from continuing the project as the explosive charges of the rocket were being considered as manufacturing ordnance. Whilst these things slowed the project down, the team found the resilience to overcome all obstacles. Virgin Orbit launched successfully 4 times in a row which was a huge achievement for a new start up in the sector. They also experienced significant failures along the way as failure was inevitable. Dan remembers after one failure, Richard Branson immediately said to him, 'when's the next ride going to be ready?' A leader's ability to bounce back allowed for the whole team to move on to thinking about tomorrow and not just the failure of today. As the CEO Dan remembers the times when he was there to push and motivate the team and yet he also remembers those times when the team pushed and motivated him. When Virgin Orbit filed for bankruptcy in 2023 Dan reflected on the group of people who achieved so much in the knowledge that they changed space technology for the better. "Everything pulls us forward, even when the lights go out behind you."…
Doctor Thom Mayer has been a leader in times of crisis for over 25 years, navigating some of the most significant challenges imaginable. He is the Medical Director for the NFL Players Association, as well as an emergency physician-sports medicine leader of international renown. He served as the Command Physician at the Pentagon Rescue/Recovery Operation on 9/11, Incident Commander for the inhalational anthrax outbreak in Washington, DC that same year, and led a Team Rubicon Mobile Emergency Team in Ukraine following the outbreak of war. He is among the most widely respected leaders in times of crisis and is a highly sought after speaker and consultant across many businesses and industries. He was recently nominated to the Pro Football Hall of Fame in Canton, Ohio and is a member of the Indiana Football Hall of Fame and the Hanover College Athletic Hall of Fame. USA Today named him one of the “100 Most Important People in the NFL.” Thom has built his career by building relationships as opposed to merely his resume. He was a football player in his youth and loved the game. He studied theology for two years but was convinced by his professor to try medicine instead. Once a qualified physician, Thom was always drawn to treating the sickest and most needy and crisis medicine was an environment that Thom thrived in. An extreme example was when Thom was the Command Physician for the Pentagon emergency response during 9/11 and actually attended the scene. Thom tells the story of the iconic red phone that is only connected to the Secret Service that rang for the first time in his memory informing him that Dulles Tower had a plane missing and it was imminently going to crash, which it did, into The Pentagon. This event tested Thom's training to breaking point as chaos reigned and the incident became one of the world's deadliest terrorist attacks. The power of a leader to pause can't be overstated. Thom's mantra is to 'Pause - Reflect - Reconsider'. Thom's standout lesson from 9/11 was 'stop sucking up, start sucking down'. Thom's focus as a leader in a crisis environment is to always take time and listen to those closest to the issue and not necessarily the most senior in attendance. 'Don't worry about the C-Suite, worry about the We-Suite.' Thom also describes the anthrax outbreak at Washington which was the first bio-terrorism attack on US soil and how his team saved the lives of a number of postal workers who were contaminated. Many incidents have required Thom to lead a new team, thrown together in response to an emerging crisis. His success is based on his unrelenting focus on building relationships quickly with humility and gratitude. As the leader, Thom wants everyone in his team to understand how important they are. Thom became the NFL Players Association Medical Director in 2001 after the inconceivable death of a football player from heat stroke that year. Thom went on to create the original concussion guidelines for the NFL, creating mandated response plans which to this very day are still being used to minimise injuries and long term results on players and their families. To this day, every concussion injury is studied by specialists to increase understanding and iterate the science and protocols. Thom has taken all of his experiences to write the book 'Leadership is worthless, but leading is priceless.' Thom is an advocate for action over words and contends that everyone is a leader regardless of rank, role, tenure and expertise. 'It's not the words on the wall, it's the happenings in the hall.' Thom's last advice to me was for all of us to discover our individual deep joy with the deep needs of our environment. Connect with Thom: thommayermd@gmail.com www.thommayermd.com Get his book: https://www.amazon.co.uk/Leadership-Worthless-But-Leading-Priceless/dp/1523006153…
211: Angela Cretu is the former Global CEO of Avon. She is now an active Board Member, Beauty Industry Advisor, and Angel Investor. Angela took over as CEO just before the pandemic but had worked for Avon for 25 years starting her career in Romania. Growing up in a communist country meant that life was quite predictable, equality was standardised and the right to self expression was non existent. This set of experiences helped shape the leader that Angela was to become. Avon as a company was founded in 1886 and the business model from the very beginning was for women to share the products within their own micro communities (direct selling) which in turn would share wealth creation amongst many. The products and the model for selling were both breakthrough at the time and all focused on empowering women. It grew it's relevance over the years especially with it's in-house R&D capabilities however in the 2000's it started to lag behind its competitors by not keeping the pace with the market to follow and understand the behaviours and purchasing insights of women around the world. Avon's strong legacy was actually a burden, hampering its ability to be agile in a fast changing world. At one point Avon had approximately 6.5 million representatives with over 20,000 employees and revenues in the multiple billions. It was the ultimate social selling machine. This all changed during the pandemic and cost cutting was at the heart of the race to survive. Avon changed three CEO's over 12 years as the strategic dilemma was to decide if Avon was a brand or a channel and a number of mistakes were made as different executives tried to find the answer. Angela was always of the view that their millions of women sellers were brand equity creators and they needed to be empowered and leveraged across the world. When Angela took over, Avon was tipping on the edge of its own demise, until Natura decided to acquire Avon. Angela did not even apply for the role of CEO in 2019 and she was surprised to be summoned to Sao Paulo, the HQ of Natura and invited to apply, to which she initially said no. Natura knew that they needed someone with significant insight and experience of the business to drive the transformation that was necessary in order to survive and thrive. Once Angela knew she would have a real mandate for change from the board, she agreed to take the role. What was required was an end to end change, modernisation and overhaul of Avon. The essence of Avon was still the high touch and personal service that came from the millions of Avon sellers across the world and the strong purpose and movement that had been built since 1886. Aspirational beauty at irresistible value was the answer. During Angela's tenure as CEO, one of the main focus areas was her ability to change the history of Avon by tackling the biggest taboo, which was the direct selling methodology. She changed the question from what are we to why are we? She truly believed the world is a better place with Avon in it. As the debate raged as to whether Avon was a brand or a channel she decided that Avon was both, especially in the age of an omnichannel world. Avon today is located in 2,000 stores and has leveraged a number of strategic partnerships and digital nomad sellers utilising the power of social media. Angela stripped out the complexity of the business and dismantled the hard wiring beliefs before she instilled new values. Looking back Angela is able to reflect on the hard work that was necessary to transform Avon but during the events themselves she agrees that crisis was her daily dish on the leadership menu. Angela has 5 key reflections as a CEO: 1. A new type of leadership is required in todays world to become a force for good. 2. Moving from peer to leader - managing the weight of expectation 3. Being a multiplier not a pleaser - creating connections to allow others to act with purpose and autonomy. She also talks about the importance of being able to tell others who she is as a leader. 4. Unity amongst division - the devil of choosing a direction and managing the paradox without ignoring the nuances of both sides. 5. Redefining imposter syndrome - Angela feels the word imposter is a negative word and this more about leveraging your self doubt to learn. www.linkedin.com/in/angela-cretu/…
Bob Skinstad represented South Africa Rugby at all levels. Having captained the under 21 Springbok side in 1996 and 1997, he ascended to the adult team as a replacement on 29 November 1997 against England. He would go on to play 42 tests for the Springboks, scoring 11 tries – and captained the national side to its second Rugby Union World Cup in 2007, before retiring. Bob is now a Partner at the challenger consultancy firm Elixirr. Very recently Bob and Andrew Mehrtens (former All Black) completed the takeover of French second division club Beziers, heading up a consortium which also features ex-Formula 1 boss Eddie Jordan. Bob and I have a very candid chat about what is was like growing up in Zimbabwe as a white privileged child in an affluent family. During his teenage years Bob started to become fully aware of the challenges within South Africa during Apartheid. In fact Bob went on to meet Nelson Mandela in his role as national captain of The Sprinboks. Bob shares some great memories of chatting to Nelson Mandela and his incredible leadership and approach to inclusivity even after decades of incarceration. Bob reflects on his early life in South Africa and even with his obvious sporting talent he accepts that he took things for granted and didn't have a mentality for all out winning. Today, as a leader in business, Bob describes himself and learner as opposed to leader. The older he gets the more he realises what he doesn't know. When Bob started to play rugby it wasn't a profession for a full time role, it was all amateur. That changed for South Africa during the 1995 World Cup as Rugby started to mean more to the nation. Bob lived the transformational change within South Africa and became the first professionally contracted rugby player in the country. He made his men's debut in 1997 against England. Bob recalls having two district careers in rugby, one was the young devil may care maverick player that catapulted him into the national team and one was the captain and leader of a nation where he had to learn the history and scarred memories of many of his players who did not have the upbringing that he experienced. Belonging is a principle need for humanity and Bob explains how this is a powerful contributor to a high performing team, especially within a sporting context. Leading and managing chaos is inevitable on the international rugby field and Bob explains the importance of strategy, planning, speed of decision making and practice to help mitigate the chaos. One of Bob's standout lessons is that there are different types of people 'givers need to learn when to stop because takers never do' and so Bob realised how important it was to find his tribe with belonging purpose and passion. www.elixirr.com/en-gb/person/bobskinstad Hosted on Acast. See acast.com/privacy for more information.…
This episode was filmed in front of a live studio audience at Vorboss in central London. Kevin O'Leary spent 30 years as a police officer with the Metropolitan Police retiring as a Chief Superintendent. Kevin was also, now famously, episode No.1 of The Leadership Enigma which started during the pandemic. This episode is a fascinating insight into the world of crime and punishment including undercover policing, hostage negotiation, stolen vehicles, riots, serial killers and more. Kevin decided to become a police officer after he was robbed at knife point at 14 years old and the police solved the crime and actually recovered his bicycle. As a very young probationary police officer Kevin found himself policing the miner's strike in the 1980's during the time Margaret Thatcher was Prime Minister and also the Broadwater Farm riots which involved the murder of PC Keith Blakelock, all providing Kevin with a baptism of fire into the world of policing. Kevin's time with the Stolen Vehicle Squad was his initiation in the Criminal Investigations Department (CID) and learning how to carry a case load of allocated reactive investigations. In 1999 Kevin became involved in the Admiral Duncan Pub bombing. He was around the corner on an unrelated surveillance operation when the bomb was detonated. At the scene, Kevin was faced with chaos and destruction. As one of the first on scene his ability to make quick decisions and prioritise were tested to the max. As a police officer and leader, picking up on 'weak signals' is a must in a world of constant change. Kevin tells the story of dealing with a High Risk missing person which turned into uncovering the actions of an international serial killer, John Sweeney, who is currently serving life in prison and will be the focus of a recent television documentary. Kevin as a senior officer held the role of Head of Undercover Policing for the Metropolitan Police and explains the iconic investigation he was involved in that was headlined in the newspapers as 'The Hip Hop Cop Shop.' Kevin had to make a series of difficult and at times unpopular decisions for the ranks and file officers in order to help protect them from the rigours and stresses of undercover operations. One of Kevin's final roles in his career was as Bronze Commander during the London 2012 Olympics with a funny story of the cycle protest group 'Critical Mass' that had been infiltrated and decided to see if they could intercept the Queen! Kevin is also the 'referee' for the award winning TV show 'Hunted' which is on our screens each year. www.kevinoleary123.com Hosted on Acast. See acast.com/privacy for more information.…
Tom Monahan took on the role of CEO of Heidrick & Struggles in 2024. He came to Heidrick & Struggles with a decades-long career of building and leading innovative technology, data, and services companies and as a long-time Heidrick & Struggles client. Most recently, Tom was president and CEO of DeVry University, where he led the university to digital innovation, sustained growth, outstanding student success metrics, and financial strength as a newly independent institution. Tom is passionate about people and the role that leadership has to create a world better led. Tom explains to me that the right people, in the right role leading in the right way is the single most important driver for high performing organisations. Tom's decision to take up the CEO role of Heidrick & Struggles was based on the ability of H&S to really make a difference for organisations in finding the right leaders and to co-create great performance on an individual and collective basis. Tom describes leaders are Magpies, building their nests out of anything they can find within themselves and in their surroundings based on insatiable curiosity and a beginners mindset. I ask Tom about his parents and family background as I search for clues into his focus and success. His answer will surprise you. Tom tells me that in his role as CEO he is the steward of the business and the people are the only thing that won't be worth less from the day they begin working in the organisation. Each and every day a person grows, learns and experiences in a way that builds the sum of the parts. It is the human capital that is the most precious resource of any business. One of Tom's primary strengths is his ability to frame a problem or issue in order to create focus as opposed to always having an answer. 'Fast Starts matter' Tom explains, so getting quick insight is paramount for any leader and organisation in gathering the collective intelligence to focus on the issue or problem and resolve it. Leading experts has always been a leadership challenge and Tom tells me that he is expert in the way we used to do things and not how we should do things so he has to get out of the way of his people and allow them to operate in a way that they know is best. As CEO Tom is focused on creating an environment where the best people come to do their best work. Tom also understands that any new CEO must be 'courageously humble' as he tries to understand the business that he is taking over, the people that he leads and the culture that he initially inherits. The most dangerous thing a CEO can do, is be a focus group of one. Tom is an introvert by nature so the very social and public facing element of the role is a constant challenge for him and he fondly remembers the advice from an inebriated aunt that if something is worth doing, it is worth overdoing. www,hedrick.com Hosted on Acast. See acast.com/privacy for more information.…
Stevie Ward is the former captain of the Leeds Rhinos Super League Rugby team, winner of the Super League and Challenge Cup and he was also one of the youngest captains aged only 26. Stevie had 10 operations during his playing career and had to retire early due to a brain injury. This is a powerful episode of humility, vulnerability and resilience. Stevie was lucky enough to play for Leeds during the 'Golden Generation' playing with a number of England Internationals including the late Rob Burrows. He made his debut at 18 years old sharing his formative years doing battle on the professional rugby field. I explore Stevie's background to try and understand what allowed him to find the the strength to enter professional rugby at such a young age with maximum intensity and dedication to being the best he could be. Stevie was named captain at just 26 years old and this official leadership role meant he felt the enormous pressure to perform and succeed which initially led to a feel of overwhelm and essentially sub optimal performance. Stevie remembers the toughest times when the team lost their unique identify and didn't know who they were which translated into poor performances on the pitch. The team needed to overcome fear and reflect on how they could leverage their unique differences and personalities to create something special, authentic and compelling as a team. How could they create their own high performing culture? There is so much uncertainty in a Rugby League team amongst a group of warriors who needed to create a high level of psychological safety for all the players to all feel able to bring their best without fear of failure and or criticism. A brain injury (multiple concussions) forced Stevie to step away from professional rugby whilst he was in his prime. To this day he still feels the effects of the injuries he suffered on the pitch and he has had to completely reassess who he is and what he is passionate about. Stevie filmed a Sky Sports documentary 6-8 months after stepping away from the game and he initially hoped that he would actually be able to return to the game but even attending the stadium as a spectator for the documentary, Stevie found was a sensory overload and he had to leave at half time. Stevie also emotionally remembers his friendship and playing time with Rob Burrows who fought very publicly against motor neurone disease but unfortunately passed away in June 2024. Stevie hosts 'Mantality' and works with individuals and organisations focused on the importance of mental health, psychological safety, courage, humility and masculine vulnerability, all potentially a paradox with the brutal and competitive world of professional rugby. Don't miss this episode. www.stevieward.co.uk Hosted on Acast. See acast.com/privacy for more information.…
Loree Draude (call sign 'Rowdy') was one of the first female combat pilots in the US Navy with over 300 aircraft carrier landings and two deployments to the Persian Gulf. Loree who is based in Boston is currently an author, executive coach and keynote speaker with a passion for focusing on the human being and not just the human doing. Leadership and service are part of Loree's personal values and she leverages her military experiences to help teams across the world. Loree grew up in a Marine Corps family and after college she went on a field trip that changed her life after visiting a number of naval stations and seeing a variety of aviation options. At that time women were not allowed to fly most aircraft, they were either trainers or crew. She went for her first flight with a friend and suddenly she knew the way forward, especially when the first Top Gun movie came out! As part of her flight training she was in awe of all the people who made military flying possible and then about one and half years after she earned her wings, the ban on women flying combat aircraft was lifted. in 1991 military officers were alleged to have sexually assaulted or engaged in improper and indecent behaviour with up to 83 women and 7 men at the Las vegas Hilton at the 35th annual Tailhook Association which became known as the Tailhook Scandal of 91. This was a major catalyst for the evolution of change and Loree had her opportunity. She became part of the first wave of female combat pilots for the US Navy and was flying the F18 Hornet and S3B Viking anti submarine warfare jet. Loree vividly remembers her first landing on an aircraft carrier and the feelings of terror and thrill combining. Once she deployed to her fleet squadron she then flew night time carrier landings which was a very different challenge. As a combat pilot, I ask Loree about her role and mindset required to potentially have to take the life of another. Loree explains that this is a very real part of her role, fortunate to never have to, but the expectation was constant and heavy. She also recognises the distance between her and the enemy as compared to the infantry, was also a factor in how she processed her role. As she tested her own limits she speaks of the need and requirement for high levels of trust with her leaders to determine life and death decisions. Finally Loree chats about her one woman show that was delivered just off Broadway which was part of her inner journey that also became part of the Edinburgh Fringe Festival. Check out: www.loreedraude.com Hosted on Acast. See acast.com/privacy for more information.…
This episode features Sir Max Hill KC who was the former Director of Public Prosecutions (DPP) for the Crown Prosecution Service (CPS) and Tom Sprange KC who is the Managing Partner of the London office of King & Spalding, the international law firm. Both are highly experienced trial lawyers who have made the transition from individual contributors to leaders and experts in their respective fields. The path into the legal profession was not easy for either Max or Tom yet both have risen to highest levels with humility and gratitude. King & Spalding provided both of them a vibrant and inclusive working environment with the ability to harness deep expertise and capability across the world in helping their clients deal with the trickiest of legal issues. King & Spalding has a rich history dating back to 1885 so Tom as a senior leader is a gatekeeper for that legacy with the role to continue building a sustainable professional services supplier for the next generation of lawyers. Tom explains the need for professional excellence, business acumen in a competitive market whist also ensuring that the generation behind them is well equipped to be better than the existing leadership. Organisations have to remain relevant with a strong purpose in order to be attractive to the talent market. Tom explains this is always a challenge but he ensures the firm offers high quality work, good remuneration combined with a working environment that is supportive, inclusive, professionally robust and purpose driven. Max has been with the firm for only 4 months after completing his 5 year term as DPP and Tom explains the way the leadership has deliberately crafted the culture of the firm to be inquisitive, best in class and competitive with and effective global listening system to ensure they are capable of advising clients in the most serious and high profile legal matters. The law is more of a people business than outsiders might think with a higher level of innovation required than in previous years especially in a digitally changing landscape. Max outlines his strong belief as a leader to always see value in others and realise how any individual will always be bolstered by the talents and hard work of others. Enjoy this great panel discussion with The King's Counsel www.kslaw.com Hosted on Acast. See acast.com/privacy for more information.…
Edwin Brenninkmeyer is the CEO of Oriens Aviation and this episode was filmed on a Pilatus PC24 jet at Biggin Hill. The Pilatus PC24 can carry 8 passengers and 2 pilots although it can be flown by a single pilot. Edwin started the company back in 2015 as he is passionate about aviation having qualified as a pilot at 17 years old. Edwin comes from a family of 6 generations celebrated within the fashion and retail industry as the original founders of C&A and now their business interests reach across multiple horizons. His upbringing provided him a strong belief in doing business ethically and this is at the foundation of his leadership. He studied an executive MBA at Oxford where he describes the benefits of studying with such a diverse group of people from all over the world. Oriens Aviation started working with a Swiss manufacturer Pilatus and is now a one stop shop for those flying privately creating a high customer service and cost effective model. Edwin's philosophy is entrepreneurial in spirit as he is always looking to scale and be intentional about standards and customer centricity. He is passionate about doing business with a strong purpose, sharing what he has learned in the aviation industry with a wider community. The private aviation industry can be an easy target for those who believe the industry as elitist and unsustainable in a world full of excess. Edwin explains that pre pandemic, 90% of people who could afford to fly privately chose not to, yet the pandemic pushed many of those people into using private services which increased usage and commitment. The vast majority of those flying privately (especially in the US) are middle management and not top executives as businesses understand the importance of time saving and increased productivity. Private aviation is heavily regulated and Edwin is passionate in trying to help the world understand the realities of the industry and myth bust. For example, emissions are minuscule. Aviation is 2% of global emissions and private aviation is 2% of that. The industry continues to strive to become even more sustainable. Electric aviation is underway and predictions are that by 2035 we will start to see the technology make a real impact on the industry. Customer centricity is a particular focus for Edwin, especially within the high net worth community. His belief is that the purpose of business is to create a community of value and good rooted in 'unreasonable hospitality' whilst also providing a positive experience for the body mind and spirit of those working within the business. Edwin as CEO is focused on creating a culture where 'to work is to create and to create is being human.' A key focus in on being the favourite supplier as opposed to just being the best supplier. Safety is paramount for Edwin and the industry so trust is at the heart of all his customer relationships. 'It's a people business' as Edwin explains and congruence between what is said and done is critical. As CEO Edwin is learning everyday and explains his role as culture creator and visionary to explore where the business can go next. His management team are all entrepreneurs and value creators in their own right. Edwin is a humble and value driven leader who hopes he can help shape and define the aviation industry for a better future. Hosted on Acast. See acast.com/privacy for more information.…
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1 203: A Life of Crime: Sir Max Hill KC 1:09:27
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Sir Max Hill KC is the former Director of Public Prosecutions (DPP) for the Crown Prosecution Service in the United Kingdom. Max was called to the Bar in 1987, appointed a Recorder 2004, Queen's Counsel 2008 and knighted by The King in the 2024 New Years Honours list. The role of DPP is the highest non political appointment as the most senior prosecutor in the country, acknowledged by the Prime Minister but politically independent. As Head of the Crown Prosecution Service, Max was responsible for the the most high profile criminal cases, leader of over 8,000 staff nationally and ensuring consistency of approach in the courts across the country. This episode is a fascinating and rare 'peek behind the curtain' of the criminal justice system. Max studied law as a student, attending Oxford University before arriving at The Inns of Court School of Law to qualify as a barrister and specialise in court advocacy and criminal law. Max has both prosecuted and defended during his career which he explains assisted his ability to empathise and understand the independence and importance of both roles. Max explains to younger lawyers, 'be careful not to take too much credit for the cases you win unless you are ready to take full responsibility for the cases you may lose.' Max had to transition for independent practitioner to leading almost 8,000 people nationally. He used his experiences of running large and complex cases with multiple stakeholders as a basis for his personal approach to leadership. Max was part of the prosecution team (with Victor Temple QC) for the trial into the Preddie brothers aged 12 and 13 years old accused of the murder of 10 year old Damilola Taylor, tragically killed in November 2000, stabbed with a broken bottle and died on his own in a stairwell in Peckham. This was a tragic and horrific case that caught the attention of the national press and conscience. One of the greatest challenges for an advocate is an ability to communicate with an eclectic audience, from High Court judge, to victim and from witness to jury members. His advice is having a core understanding that your way of doing things is better than trying to inauthentically replicate someone else. Max was first introduced into the world of terrorism during the Real IRA activity in London and Birmingham in 2001. This led to him being involved with the trials post the events of 7/7 where 52 Londoners lost their lives during a series of 4 explosions, followed by 21/7 where London was again the target of four suicide bombers all of which failed as only the primary fired within the devices without the main charge detonating. Max was instructed as part of a three strong barrister team tasked to prosecute all the suspects from 21/7 and also prosecute those who assisted them. Max was also asked to represent the Metropolitan Police at the Inquest into the deaths of the 52 Londoners from the 7/7 bombings. Many of Max's roles have required significant senior stakeholder engagement with multiple agencies, navigating politics, bureaucracy and intense media and public scrutiny. The leader is always a role model for the organisation and Max tells the compelling story of how he decided to connect with thousands of people within the Crown Prosecution Service which turned into the ultimate listening exercise. Enjoy this incredible episode. Hosted on Acast. See acast.com/privacy for more information.…
Lisa Bodell is the CEO of Future Think , award wining author and one of the world's Top 50 Keynote speakers on issues such as creating simplicity and killing complexity. This episode was filmed in New York City during the 'Future of Everything' Festival. Lisa always thought of herself as a helper and was naturally creative from an early age. She grew up in Michigan, studied business and wanted to go into marketing and advertising. However, she wanted to find a path where her ideas would be heard and mattered. At this point, the entrepreneur emerged and Lisa decided to do her own thing, start her own business and create a platform for ideas and collaboration. Lisa's books became a global calling card for her thought leadership and ability to help others learn and master new skills and capabilities. Time is a non renewable resource that we never get back and this became the catalyst for Lisa's focus on simplification. In a society fixated with more, Lisa is intent we also see the value in less. This requires focus and an ability to get rid of things. What will you stop doing is a wonderfully powerful question for all leaders although fear is something that holds all of us back. Stopping and saying 'no' is a critical ingredient for innovation. Simplicity is not about being more productive, its the front end of innovation and gives people the space to do what matters. It's also not about getting rid of everything, it's about getting rid of unnecessary complexity, the invisible waste, the work without the benefits. This is all about getting to the work that matters and not being more productive. As a leader, are you defining what meaningful work is? Grooves and ruts look and feel the same. Grooves are productive, ruts are a waste of time. Lisa speaks all over the world and I asked her in this episode what she wanted to talk about that she doesn't usually talk about in order to make this episode truly memorable. She decided to connect simplicity to wellbeing so we can feel that we are doing what we were born to do. Lisa explains that much of our daily workload is based around meetings and emails, therefore within our control to change, yet most will not. As Lisa says during her keynotes, many of us 'survive another meeting that should have been an email.' Technology has amplified the issue of complexity and the ease to create meeting after meeting. If you could kill off any 2 rules at work, what would they be? Many of the answers she hears are not even rules, they are just historical methods of working. Lisa's top tips include (1) for leaders to mandate the right for people to get rid of things that they feel are unnecessary, and (2) model the behaviour. All businesses fear becoming irrelevant, especially during great technological change. To be relevant we must change, we must innovate and people need time to think. People want to leave a legacy, not shareholder value. Simplicity is not a productivity exercise it's a about helping people to get to the work that they were hired to do in the first place and be their best self. Simplicity is also a foundation for a high performing culture. In an age of Generative AI, time is something to harness and allow people to think more. As Lisa explains. 'thinking is a daring act'. Perhaps now, we have more time to be human which is actually the basis of our leadership capability. www.futurethink.com Hosted on Acast. See acast.com/privacy for more information.…
Giuseppe Stigliano is the global CEO of Spring Studios in New York which was the venue for the Wall Street Journal 'Future of Everything' Festival. We filmed this episode on the rooftop of the studio overlooking The Hudson river and surrounding area. Giuseppe is Italian and moved to Milan to study marketing working in multiple businesses with early experiences of leadership. He now travels between London and New York in his role as CEO for Spring Studios. He has an entrepreneurial spirit so the NYC location is a multiple use site including an event space, studio business, private members club and more making it a unique agency with a core business focused on luxury, fashion and lifestyle. Giuseppe is an entrepreneur by background, an author with Philip Kotler (the grandfather of marketing) adjunct professor and keynote speaker who also holds a Phd in marketing and economics. Giuseppe believes that the more you curiously explore opportunities and relationships the more life has to offer. He is currently redefining retail in a landscape of significant digital transformation and specialises in helping people navigate the 4P's of marketing (product , price, place & promotion) with a mindset shifting from making people want things to making things people want. Is the High Street dead? Giuseppe says no, if you can make it absolutely compelling for people to leave their sofas and online lives. Some of the biggest shifts for a retail business is the role of 'Figital', a three dimensional world of the physical, digital and the virtual. The plethora of data allows business to target the right message to the right person at the right time. Gen AI is changing the landscape again as it can create new ways of using what we already have available to us. However, Giuseppe also reminds us that AI will give us back time and can never compete with the truly human centred capabilities such as curiosity, empathy and creativity, simply more time for us to be human. Marketing is key for every business. This is also changing. Supply exceeds demand so the competition is high. Marketing has historically been focused on making people want things but now the sheer amount of data available allows people to consider what do we need to create for the people based on the insights we have. Gen AI can now help the smallest of businesses to master the data analytics. Giuseppe is always learning as a leader. He is a believer that the next generation of employees require servant leaders but also recognises that no one size fits all. Leadership has to flex to the context of the businesses growth and maturity. Giuseppe understands the importance of allowing smart people who are more expert that the CEO to be allowed and fully empowered to operate as they see fit. A leader must know when to get out of the way. www.linkedin.com/in/giuseppestigliano/ Hosted on Acast. See acast.com/privacy for more information.…
Viv Anderson MBE is our special guest for Episode 200 filmed in front of a live audience at Capco in central London in support of the amazing charity Leadership Through Sport & Business, which Viv is a patron. Viv has played for a number of teams including Manchester United, Arsenal and Nottingham Forest. He was the very first player signed by Sir Alex Ferguson and played for Brian Clough winning the Football League, European Cup, League Cup, FA Cup and made British sporting history by becoming the first black player to play a full international for England. This is an amazing insight into Viv, his family, the Windrush generation and how he went on to become a trailblazer for diversity in the beautiful game. His big break came via a scout from Sheffield United which in turn led to a scout from Manchester United asking him to trial as a young schoolboy. Manchester United rejected Viv which he explains was devastating however that prompted him to try for his home team, Nottingham Forest which in turn led to his debut at 17 yers old. The Nottingham Forest years meant that Viv played for the iconic Brian Clough. Viv shares some incredible stories about life under Clough as a young black player in the 70's and 80's and how Clough helped him to build the personal resilience to cope and still play whilst dealing with overt racism. We discuss the state of diversity in football and football leadership in the modern game and concede that there is still much to do. When Viv found out that he had been selected for England, Brian Clough was again a supporting influence in his life whilst also keeping him grounded and humble. Viv also remembers being signed and playing for Sir Alex Ferguson at Manchester United. Alex Ferguson was a passionate but hard task master. Alex Ferguson's early years were not easy but he knew how to man manage each and every player which led to him becoming the serial winner that we know today. Both Brian Clough and Alex Ferguson had clear non-negotiables with their superstar players. Viv outlines how senior players had a positive impact on his career including Brian Robson We also have a few surprises for Viv, with messages from Stuart Pearce and Marlon Harewood. For more information on Leadership Through Sport & Business (LTSB) www.ltsb.charity Hosted on Acast. See acast.com/privacy for more information.…
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