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Category: Leadership Skills

  • Integrity in Leadership; What Business Leaders Can Learn from Our Political System

    In today’s Britain, as we watch our government navigate scandal, public discontent, and complex global challenges, the question arises again and again: are our leaders truly working with honesty and integrity?

    Recent months have seen a string of events that throw this into question. Sir Keir Starmer entered office promising a clean break from political sleaze—but recent revelations suggest a more complex reality.

    In 2024, Starmer declared that he had accepted over £100,000 in gifts and hospitality since becoming an MP—far more than any other parliamentarian, including clothing and accommodation provided by Labour donor Lord Alli. While technically disclosed, this sharply contrasts with his message of accountability and austerity. As one Reddit commentator put it:

    “For a man who found so much pay dirt in presenting himself as a man of integrity, accepting these sorts of gifts … seems like such an easy bullet to dodge.” 

    There's also the awkward incident during lockdown: Starmer reportedly invited an acting coach to Downing Street for in‑person lessons while urging strict lockdown compliance for everyone else. The episode sparked claims of hypocrisy and doubt over whether “rules for some” applied across the board. (IAE Limited)

    On issues of openness and accountability, Starmer has called for a statutory “duty of candour” in government aimed at ending cover‑ups seen in the Post Office, infected blood, and other state failures. Yet critics argue that his own government's internal handling of data secrecy, e.g. hidden Afghan data leaks, hasn't always aligned with these values. 

    Take, for example, the ongoing Post Office Horizon IT scandal. After years of injustice, during which hundreds of sub-postmasters were wrongly prosecuted for financial shortfalls caused by a faulty computer system, the government promised compensation and transparency. Yet, as of mid-2025, many victims are still waiting. Promised payouts delayed, processes remain unclear, and bureaucratic hurdles persist. Despite repeated reassurances from ministers that the issue is being handled with urgency and compassion, families remain in limbo—forced to relive trauma while fighting for justice that should have been swiftly delivered.

    Is this leadership? Or is it another case of “managing the message” rather than taking meaningful action?

    Honesty and integrity in leadership aren’t abstract ideals. They’re the foundation of trust and trust is the glue that holds together public cooperation, engagement, and belief in the system. When leaders send mixed messages—one rule for the public, another for those in power—it erodes the very contract that enables effective governance. Is this any different for private companies and their employees?

    We’ve been here before. Rewind to the early days of the pandemic and the infamous Partygate scandal under then Prime Minister Boris Johnson. While the public was locked down, making sacrifices and losing loved ones, senior officials partied at Downing Street—breaking the rules they themselves had set. That hypocrisy shattered public confidence and left a deep scar on the national psyche. I suspect the deep scar might become even deeper as the truth about Covid and the “pandemic” is revealed.

    And what about science?

    When it comes to public health and medical research, integrity matters just as much, if not more. In a 2021 article in IHCAN Magazine, journalist Ronald Bailey exposed shocking systemic failures in the scientific research community. Former BMJ editor Dr. Richard Smith even proposed a radical stance: “Assume all medical research is fraudulent until proven otherwise.” Let that sink in! The very field we rely on for life-and-death guidance is increasingly driven by incentives that reward quantity of publication over quality or honesty of findings.

    As researcher Barbara K. Redman wrote, this “isn’t just a case of a few bad apples”—it’s a whole system that encourages poor behaviour. The absence of robust fraud-detection mechanisms, combined with an unwillingness to retract false findings for fear of reputational damage, is deeply troubling, setting an example to the many who look up to and follow those in authority through unquestioned belief. (Authority is one of Cialdini’s 6 Principles of Influence).

    What happens when the people can no longer trust their government leadership and the scientists who produce the “science” it not only relies on, but makes decisions on? When both leadership and knowledge systems seem riddled with opacity, contradiction, and self-interest. Until then, the public will continue to ask: “who are they working for – us or for themselves?

    That same question can be asked of leadership within an organisation. What happens when employees cannot trust their leaders and the information and systems they rely on? 

    For the UK we can still reclaim that future—but only if our leaders choose transparency over spin, substance over slogans, and integrity over image. In organisations it should never come to “reclaiming” because damage will already have been done and consequences will be clear as good employees jump ship, service levels drop and customer negative feedback increases all seriously effecting earning capacity.

    Conclusion: Lessons for Business Leadership

    Examples shared and the many others whether Sir Keir Starmer, Rachel Reeves, Rishi Sunak, David Lammy or Boris Johnson all demonstrate important lessons for organisational leaders:

    o    Trust is earned, not assumed: Promising reform or transparency isn’t enough if actions don’t follow through—and stakeholders notice inconsistencies.

    o    Details matter: Whether in public office or private boardrooms, undisclosed interests or misstatement, even when unintentional undermine credibility.

    o    Prioritize timely, accurate declarations of interests.

    o    Ensure consultation and stakeholder engagement are genuine and recorded.

    o    Show transparency in who you are and what you do.

    o    Back up what you say with personal behaviour and deliver on what you promised. In other words “walk your talk”.

    o    Communicate honestly—even when facing difficult decisions or scrutiny.

    o    Be true to yourself, and to others.

    As Nelson Mandela reminded us: “A bright future beckons. The onus is on us, through hard work, honesty and integrity, to reach for the stars.”

    Organisations can build that bright future—but only if leadership demonstrates integrity in word, action, and transparency.

    References

    Bailey, Ronald. (2021). Zombie Trials and Outright Fraud: Why Medical Research is Mostly Fake News. IHCAN: The Practice and Science of Natural Medicine, September, p. 42.

    Smith, Richard. (2021). “Time to Assume Fraud?” BMJ Editorial.

    Redman, Barbara K. (2021). Research Misconduct Policy in Biomedicine: Beyond the Bad-Apple Approach.

    https://iaelimited.com/keir-starmers-days-are-numbered-the-scandal-that-could-end-his-leadership-carole-malone/

    Cialdini's 6 principles of Persuasion book

  • Is Technology Ruining your Life?

    Is technology ruining your life?Technology is a fine thing, and something that most of us cannot do without on one level or another. It keeps us connected to colleagues, partners, family. It even helps make our lives more tolerable, less intensive, more effective and overall easier.

    IS THAT REALLY THE CASE?

    Did I say, more tolerable, less intensive, effective and easier?  Information flies around at such speed that it is almost impossible sometimes to feel that it makes life less intensive. In some instances, it is even questionable whether it helps us to be more effective.

    SUPPORTIVE FACTS

    Here are just a few facts and figures to support my comment, from Bernard Marr of Enterprise in a Cloud, May, 2018:

    • 3.7 billion humans use the internet
    • 40,000 searches are conducted through Google every second.  That is equal to 3.5 billion searches per day on Google alone.
    • In the last two years 90% of data was created at the current pace.  That is 2.5 quintillion bytes of data being created every day.  If you don’t know what a quintillion is – check out Google!

    EVERY MINUTE:

    • 156,000 emails are sent
    • 103,447,520 SPAM emails are sent
    • 4,146,600 users watch Youtube
    • 45,788 Uber rides
    • and the list of technology related statistics goes on……

    THE RESULT

    It is no wonder that some days, I feel like I am in a washing machine that just keeps going and never reaches the end of its cycle. I’m constantly bombarded with information coming in via WhatsApp, Linked In, Facebook, including Messenger, Twitter, SMS messaging, email and finally the odd telephone call.

    The feeling of having to be constantly connected and available can be very stressful. Not to mention the other side of the coin, of keeping in touch with the latest information, just to keep your head above the parapet.  This list of possible ways to contact is not complete by any means when considering all other in possibilities.

    IMPACT ON BUSINESS

    Is present day business expecting all leaders to have the same digital availability, whilst also managing team members on a face-to-face basis.  Or have leaders become digital, thus leading without face-to-face exposure?

    Impact on the brainIMPACT ON THE BRAIN

    With so much focus on technology in today’s society, we find ourselves paying a price. Sleeping problems, anxiety, stress management and work stress are just a few. This blog offers a solution. Are you prepared to hear it? #sleep #stress #technology

    What impact is this having on the brain?  Research is already showing that brain function due to neuronal re-programming is changing and becoming wired differently.  Whether this is evolution or not, time will tell.

    Ill health such as anxiety, depression, attention deficit disorder and other brain related diseases are increasing in number and hit the headlines more often.

    POSSIBLE SOLUTIONS

    Is it time to think about using digital technology for the purposes that it was designed for – to assist and make life easier by transferring information instantly, to conduct meetings virtually, to send the same information to a group of people at the click of a button and to access news as and when time is appropriate?

    Would this allow “unconnected” down-time to enable enjoyment from leading people, and to be able to appreciate what they do and say in a fully focused manner?  Interacting with others on a face-to-face, person-to-person basis brings what technology is unable to do, fully engaged communication, that human touch which we all need at times, and a normal conversation with facial expressions, shared joy, disappointment, laughter and interest.   Is this approach, old hat, or simply lost under the demand of our digital world?

    Do you really need technology to tell you how you slept?DO YOU REALLY NEED TECHNOLOGY TO TELL YOU HOW YOU SLEPT?

    With so much focus on technology in today’s society, we find ourselves paying a price. Sleeping problems, anxiety, stress management and work stress are just a few. This blog offers a solution. Are you prepared to hear it? #sleep #stress #technologyThis blog came about because of one of those all too rare face-to-face conversations with a friend and business colleague as I noticed that she was not wearing her Fitbit activity tracker.  On asking where was her Fitbit she answered, I used it for 2 things:

    • To tell me how far I have walked
    • To tell me if I am sleeping

    With that last comment she added: “When I wake in the morning, I know whether I have slept well or not. Why do I need a Fit bit to tell me this?”

    Is this yet another aspect of giving up brain capacity to a piece of digital technology, which at the end of the day tells me what I already know?

     

    References:

    Bernard Marr (May 2018)

    Baroness Susan Greenfield, Mind Change (2014)

     

    Rachel ShackletonRachel Shackleton is an entrepreneur who owns and manages Green Key Personal Development and Green Key Health. Working with local and multinational organisations, she is a public speaker and trainer in the spheres of leadership, communication and customer excellence. She ensures sustainable productivity and profitability through healthy self-management and leadership practices, ensuring a focused and successful workforce.

  • Employee Engagement

    Employee engagement is a workplace approach resulting in the right conditions for all members of an organisation to give of their best each day.  It means they are committed to their organisation’s goals and values, motivated to contribute to organisational success, with an enhanced sense of their personal well-being.

    The 2018 Glint report on the “State of Employee Engagement” states that most participants believe that less than 70% of their employees are engaged’ and that “over 90% believe there is solid evidence linking engagement to performance.”

    Engagement has an impact on a number of performance indicators including product quality, customer service and productivity.  It is logical therefore to extend the thought that poor engagement whilst affecting performance in terms of productivity and profitability will also have a direct link to absenteeism and sickness which is likely higher when there is no engagement.  When looking at MIND figures in relation to mental ill health and sickness, the figures are staggering:

    • More than 1 in 5 employees have called in sick to avoid work when asked how workplace stress has affected them
    • 30% felt that they would not be able to tell their manager they felt stressed

    The second point is directly related to engagement or non-engagement of employees due to negligent or ineffective leadership.

    Engaging employees in their work, the company culture and values is the responsibility of leaders within each organisation. In other words – creating the right environment, building trust, nurturing relationships, and being transparent.  Leadership behaviour is itself driven by the organisational culture and company values.  The old saying of “the fish stinks from the head down” adequately sums up the need within an organisation to ensure senior management lead by example and roll down company values, ensuring they are manifested throughout the organisation.

    Engagement can be measured in different ways.  However, to be effective it is likely that the process is continuous and uses a combination of ways, such as:

    • Formal employee surveys – will get the feedback that is needed to lead to relevant change, so long as employees feel safe to answer openly.
    • Exit interviews – taking the time to really find out why an employee is leaving is critical to reflecting on what can be done better, whilst also providing feedback about the environment and culture to the manager of the person who is leaving.
    • One-to-ones with managers – Work very well when there is an atmosphere of trust.  Without trust, it may bring limited results.
    • Customer satisfaction ratings – The customer is the one who truly bears the brunt of poor employee engagement, experiencing poorly motivated service people, with a “don’t care” attitude. Thus, hearing about their experiences is a very important gauge whilst also providing pointers for improvement.
    • Employee productivity – measured in different ways, is a valuable measurement of employee engagement.  Low productivity very often reflects low engagement and vica versa.

    How can managers and leaders influence engagement levels?

    Again there is no one answer, there are several answers and in reality a combination of different actions are needed to positively influence employee engagement:

    • Give employees the chance to do quality work
    • Maintain a positive work culture
    • Listen carefully to employee feedback
    • Communicate clear expectations to employees
    • Encourage employee collaboration
    • Build a trusting environment through being fair
    • Give positive feedback and praise employees for their performance
    • Train and coach

    It makes sense that employee engagement is part of the core business strategy. Engagement on a consistent basis will pay dividends in increasing productivity, thus profitability. The work place will be a happier place to be and consequently increase pride in doing quality work and serving customers, as well as succeeding in achieving department and company goals.

     

    References:

    The State of Employee Engagement 2018 HR.com

    Managing for Sustainable Employee Engagement, CIPD

    https://www.managers.org.uk/knowledge-bank/employee-engagement

    https://www.Mind.org.uk

  • Employee Engagement Stagnates while Mental Health Escalates

    With the advent of the still recent fallout from the pandemic and the impact on society we are seeing an acute escalation in mental ill-health disorders including anxiety, depression, ADHD in children especially, and fatigue. Could there be a link between employee engagement and the need for “social belonging as well as the need for individual autonomy and achievement?” Bruce Alexander the author of “The Globalisation of Addiction: A study of Poverty and the Spirit,” professor emeritus of psychology at Simon Fraser University thinks this is so, naming it “psychosocial integration”.

    Organisations are dealing with a tidal wave of mental ill-health amongst employees and in efforts to support those employees and combat this wave provide aspects of education around the topic, train mental health first-aiders and provide help lines via dial in phone services to those who might need help when feeling desperate. Whilst honourable and necessary, are these actions:  

    1. Correct? 

    2. Enough?

    3. Dealing with the real cause?

    In this blog I am going to try to answer these questions, if not fully answering them to at least put some meat on the bones and give further food for thought.

    Without this integration of social belonging, autonomy and achievement, an individual has conflict between belonging and being oneself which in turn undermines authenticity and the need to belong which might manifest as some form of mental ill- health, lack of confidence and self-esteem and consequently lead to withdrawal, ultimately affecting productivity whether at work or in one’s personal life. In other words, a “dislocation” to oneself, to others and a sense of meaning and purpose, consequently likely asking questions such as, What am I here for both in an organisation and life in general? What is my role and how is my contribution valued? 

    Bruce Alexander likens this state to a dislocated shoulder. “It is a shoulder out of joint, disarticulated. This is not treated by cutting the arm off, so the arm continues to just hang there, unable to work, while at the same time being very painful. This is how “dislocated” individuals feel – useless and in pain.”

    Dislocation does not only happen to individuals but can also happen to groups working in organisations when they are cut off from autonomy, trust and meaning, more often than not through poor leadership. Leaders who choose to micromanage, not allowing individuals and the team as a whole to take autonomy and grow through working within broader parameters, but at the same time with clear goals. The scary thing about social dislocation is that it is now our normal. Prior to the pandemic it was already growing in western societies, but now has fully ballooned in our cultures and most noticeably in work cultures within organisations, leading to the acute escalation in mental ill-health. 

    A recent Gallup poll, January 2014 of US employees identified that only 33% of employees feel engaged at work! Specifically noting that “Employees still feel more detached from — and less satisfied with — their organizations and are less likely to connect to the companies’ mission and purpose or to feel someone cares about them as a person.”

    Part of this is caused by misidentification through material gains and status. When these gains disappear our identity and security goes with it. How many people do you know or perhaps you experienced it yourself who lost their job and consequently their house, car and the lifestyle to find themselves without any so-called friends and perhaps even their partner? This loss is being experienced more and more by individuals questioning their worth both in jobs that carry a professional image in society, such as doctor, lawyer and accountant as well as those whose roles have less apparent status, but never-the-less require long hours in toxic environments ruled by KPI’s and other productivity markers, or bonus schemes connected to individual and group output, but with little attention to the importance of sharing feedback that shows their performance really matters and makes a valuable contribution. This is further exacerbated since the advent of the internet when everyone is expected always to be “on”. It is a bit like chasing a never-ending result that when achieving there is hunger and further drive for more from those in charge within the organisation, leaving those charged with delivery questioning the cost to them due to an inflated view of personal identity, self-importance, material rewards or ambition and the pay back and whether that pay-back is in balance with their effort and the rewards.

    How does all this link to mental and physical health? It is well known that those who lead a meaningful life are more likely to be mentally, physically and emotionally healthy. Having this knowledge, how are organisations tapping into this foundation of helping individuals and teams be their best which not only serves the employee interests, but the organisation interests as well?  It is clear how many organisations use the importance of belonging to promote their products through selling meaning and identification and a sense of belonging through the brand. Take Apple for example. It now has almost a cult following to share in the belonging giving the impression that a particular iPhone is tailored to your exact needs with the question and chosen imagery of “Which iPhone is right for you? Of course, Apple is not the only one, this is a well-known marketing approach amongst all in business whether large or small organisations.

    While such marketing messages have been in our societies for many years, the question is at what cost? Encouraging individuals to lose their self-identity in pursuit of a product that helps them feel they belong. It is very sad that individuals might be building their identify, self-confidence and self-esteem on a product. Surely there is something wrong here?  Does each organisation provide that much needed belonging, sound self-confidence and esteem to fill that gap by encouraging employees to belong in a way that has a strong foundation and breeds good health and wellbeing, or is this simply a marketing ploy, that is all about driving productivity and goal achievement for the benefit of an increased bottom line? 

    Forgetting that employees are human and they give of their best when they are given autonomy, clear direction as well as being treated in a way that fosters a feeling of belonging, care, gratitude for the value they deliver within an open, honest environment that listens, shows empathy and concern when needed, and above all creates social belonging might just be fuelling the pandemic in mental ill-health.

    References 

    https://www.gallup.com/workplace/608675/new-workplace-employee-engagement-stagnates.aspx?version=print

    The Myth of Normal, Gabor Mate & Daniel Mate

  • Enthusiasm – a leadership characteristic

    “I know of no single formula for success. But over the years I have observed that some attributes of leadership are universal and are often about finding ways of encouraging people to combine their efforts, their talents, their insights, their enthusiasm and their inspiration to work together.” Queen Elizabeth II

    One of my clients some years ago, on arrival in England, with very little knowledge of English was told by one of his friends, “In order to be successful at getting a job you need to show enthusiasm”. What’s this “enthusiasm he thought?” and went away to find out.

    Dictionary.com defines “enthusiasm” as “Absorbing or controlling possession of the mind by any interest or pursuit; a lively interest”.  “Keen interest, excitement.”

    The word “enthusiasm” comes from Greek, meaning possessed by God’s essence, divine influence, inspiration. It has a history of being “confined to religious inspiration or intense religious fervor or emotion”.  In the 16th and 17th centuries there were several Protestant sects who were called “Enthusiasts”.  After the Glorious Revolution between 1688-1689 the reigning king, James II was replaced with the joint monarchy of his protestant daughter Mary and her Dutch husband, William of Orange. This was the point in British history when parliamentary supremacy was established over the crown, thus beginning the path to a parliamentary democracy.  “Enthusiasts” become a term of advocacy for any political or religious cause in public, a form of fanaticism.  It was this level of enthusiasm that was seen as the cause of the English Civil War in 1700, and all the related atrocities.  Consequently, Royal Society Bylaws stipulated that any person discussing religion or politics at a Society meeting was to be summarily ejected for being an “enthusiast”.

    What was my client’s friend saying?  Skills are not enough, they are not the only thing that employers look for when recruiting to fill a vacant position.  Enthusiasm is no substitute for experience, intelligence or skills, but when added to these qualities enthusiasm creates the difference between you and the next person.

    Enthusiasm as a leader is a person who is driven by his or her passion to excel at what they do.  Enthusiasm fuels achievement both of the leader him or herself as well as individuals in the team and the team as whole. Enthusiasm drives self-confidence, a positive outlook, and a contagious atmosphere that others want to be part of, and are sad to leave.

    Enthusiasm is a choice, you choose to either express it about something or not.  However, when choosing to express enthusiasm you reap the benefits of personal success of loyalty from others, a passion in others to follow you, drive, commitment and achievement.

    Donald Trump in a recent speech said:

    “We have to straighten out our country; we have to make our country great again, and we need energy and enthusiasm.”

    Are there any downsides to enthusiasm or is it all positive?  Having a passion and following that passion with enthusiasm is positive, however the down side of this might be that enthusiasm for a cause, might warp judgment, thus leading into a situation that is undesirable, perhaps unproductive and even down right ignorant, until it is too late to see what we have created, where we have ended up, and more importantly that we did not listen to those around us and blindly steamed ahead, putting both ourselves and others at risk.

    Let me leave you with one more thought, a quote from Bo Bennett, a businessman:

    “Faked enthusiasm is worse than bad acting – it is bad acting with the intent to deceive.”

  • Female Leadership: Leading Change Now

    On 8th March, as we mark International Women’s Day around the globe, it feels more relevant than ever to recognise the women leading at every level — from Heads of State and CEOs to founders, frontline managers and mothers. Female leadership is quietly leading the way as the world around us appears to go from one crisis situation to another. A change is needed. Are women able to live up to the needs of a changing world?

    The global picture has shifted significantly in recent years. While women still hold only around a quarter of national parliamentary seats worldwide, and fewer than 10% of countries are led by a woman Head of State or Government at any given time, representation at senior levels is slowly increasing. In the corporate world, women now hold over 10% of Fortune 500 CEO roles — the highest proportion in history — and in the UK, women occupy more than 40% of FTSE 350 board positions. Progress, while uneven, is real and perhaps even to be accelerated in the Year of the Horse and the age of Aquarius.

    Recent and current female Heads of Government and State have included leaders such as Mette Frederiksen in Denmark, Giorgia Meloni in Italy, Sheikh Hasina in Bangladesh, Ingrida Šimonytė in Lithuania, and Katrín Jakobsdóttir in Iceland. In recent years we have also seen influential leadership from figures such as Angela Merkel in Germany and Sanna Marin in Finland, who served as Prime Minister from 2019 to 2023 and became one of the world’s youngest serving heads of government, leading through the COVID-19 pandemic and complex security shifts in Europe.

    It is not about whether we agree with their politics or even like them. The fact remains: women are leading nations, steering economies, managing crises and shaping global policy during periods marked by geopolitical instability, economic uncertainty, climate disruption and rapid technological change.

    What are the principal characteristics of female leadership?

    Can we clearly separate “female” and “male” leadership principles? Probably not. Leadership styles vary widely among individuals, influenced by upbringing, education, experience, personality, culture and values. Courage, decisiveness, empathy and resilience are not gender-bound qualities.

    However, research consistently shows that women leaders are often associated with strengths such as:

    •    High emotional intelligence and relational awareness

    •    The ability to consider both data and human impact in decision-making

    •    Collaborative and inclusive approaches

    •    Patience and long-term thinking

    •    Resilience and quiet determination

    •    Comfort with shared credit rather than personal spotlight

    •    Strong communication and listening skills

    •    Systems thinking — balancing multiple priorities simultaneously

    This does not suggest men lack these qualities. Rather, many of these attributes are frequently socialised and strengthened in women, and when brought consciously into leadership, they can significantly influence organisational culture and performance.

    Why does this matter now?

    We are living in a time defined by complex, interconnected challenges:

    •    Climate change and environmental degradation

    •    Rising chronic disease and health inequality

    •    Economic instability and widening wealth gaps

    •    Loneliness, mental health pressures and social fragmentation

    •    Food system sustainability and public health concerns

    These are not problems that respond well to purely hierarchical or short-term thinking. They require courage, collaboration, empathy, systems awareness and long-term stewardship.

    The question is not whether female leadership is “better.” The question is whether broader, more balanced leadership — drawing on the full spectrum of human capability — is essential for the world we now inhabit.

    How long can we continue to live in ways that compromise the inheritance of future generations?

    How long can we ignore the impact of industrialised systems — in food, energy and production and on health, ecosystems and communities?

    How long can we overlook the connection between how we lead and the wellbeing of those we lead?

    How long can we blindly drive forward in disharmony with the all living beings and the environment in which we live?

    A celebration — and a responsibility.

    Let us celebrate female leadership not only on International Women’s Day, but every day — in government, in business, in communities and in homes.

    Progress is not about replacing one form of leadership with another. It is about expanding what leadership looks like. It is about ensuring talent, perspective and capability are not limited by gender.

    Perhaps it is this more inclusive, emotionally intelligent and system-aware leadership — embodied by many women and increasingly embraced by men — that will help us steer the ship toward a more responsible, sustainable and humane future.

    And perhaps the real leadership question is not who leads — but how we choose to lead, and what legacy we intend to leave behind.

    Interested in developing your leadership team? Contact rachel@greenkeypersonaldevelopment.com or book a call https://www.greenkeypersonaldevelopment.com/pages/contact

    #leadershipdevelopment #managementtrainingcourses #Leadershiptrainingoxfordshire #Hospitalityleadership

  • Fuel Performance: Why Leaders Can’t Afford to Ignore Nutrition

    In today’s high-pressure business world, it’s easy to get on to a soapbox about healthy eating—then realise that daily realities make it far harder than it sounds. Consider the challenges leaders and employees face:

    •    Demanding jobs and deadlines that leave little time to prepare food.

    •    Back-to-back meetings that mean lunch is whatever you can grab in five minutes.

    •    Stress from the unexpected—technical glitches, urgent client requests, supply chain disruptions.

    •    Family responsibilities—school runs, after-school activities, caring for children or elderly parents.

    •    Life's unexpected curveballs.

    Add them together, and whether working from home or an on-job location, it’s no surprise many professionals rely on quick fixes to fuel the body: takeaway meals, vending machine snacks, energy drinks, or ultra-processed convenience food.

    The Business Case for Better Nutrition

    The link between nutrition, productivity, and long-term health is well established. The human brain consumes around 20% of our body’s total energy—more than any other organ. When fuelled with nutrient-rich food, we think more clearly, make better decisions, and stay resilient under pressure. Perhaps more than that we inspire others to want to do their job with a cool head, full focus, humour when needed to remove any pressure, positive feedback and  vision. When fuelled with high-sugar, heavily processed food, performance declines—often without us realising.

    Common effects of poor workplace eating habits include:

    •    Afternoon energy slumps and reduced concentration.

    •    Increased sick days due to lower immunity.

    •    Brain fog, forgetfulness, and slower problem-solving.

    •    Increased sluggishness and or irritability with colleagues and family members.

    •    Lack of positivity.

    •    Long-term risk of metabolic diseases, including Type 2 diabetes and dementia.

    A 2023 study published in The Lancet Public Health found that diets high in ultra-processed foods were linked to increased rates of cognitive decline and depression. For knowledge workers, this is not just a personal health risk—it’s a productivity risk for the whole organisation.

    The Hidden Sugar Trap

    Sugar remains a major contributor to poor health outcomes. It’s not just in cakes and sweets—many “everyday” products contain hidden sugars, from ready-made soups to salad dressings. In the UK, research from Action on Sugar (2022) revealed that over 60% of popular savoury snacks and ready meals contained unnecessary added sugar.

    This is not simply about avoiding sweet treats—it’s about awareness. If leaders want high-performing teams and be high-performing themselves, they must encourage better choices and make them easy to access in the workplace.

    How Businesses Can Support Healthy Eating

    Changing habits starts with awareness and small, achievable actions:

    •    Make water the default – Provide filtered water stations in the office and encourage regular hydration.

    •    Offer seasonal, whole foods – Fresh fruit, vegetable platters, nuts, and whole grains support sustained energy.

    •    Limit ultra-processed snacks – Replace high-sugar, high-salt vending options with healthier alternatives.

    •    Encourage mindful eating – Protect lunch breaks from meeting creep so that leaders and employees can eat without rushing.

    •    Promote healthy fats – Avocados, nuts, oily fish, and olive oil to support brain health and reduce inflammation.

    •    Educate and engage – Short workshops, webinars and events on nutrition and a healthy lifestyle can help teams make better daily decisions.

    Why This Matters for Leadership

    Leaders set the tone. A workforce running on caffeine, sugar, and adrenaline is a workforce operating well below potential. By contrast, when healthy eating is part of company culture:

    •    Creativity and focus improve.

    •    Stress resilience increases.

    •    Employee satisfaction and retention rise.

    •    Problem solving and decision making improves both in speed and quality of decision made.

    •    Mental health improves.

    •    Employees and leaders have a better work-life integration.

    Good nutrition is not just a “wellness perk” — it’s your competitive advantage. When leaders and their teams eat well, they think faster, focus longer, bounce back quicker, and bring more energy to every challenge. Nutrient dead diets drain productivity; smart nutrition fuels it. If you want sharper decisions, stronger resilience, and bigger results, start with what’s on the plate. 

    Good nutrition is not just a "wellness perk"—it’s a business performance strategy.

    References:

    Monteiro, C.A. et al. (2023). Ultra-processed food consumption and risk of cognitive decline. The Lancet Public Health.

    Action on Sugar (2022). Hidden sugars in everyday foods report.

    Harvard Business Review (2020). The Business Case for Employee Wellbeing.

  • Great Leadership – Taking Difficult Decisions

    Teresa May quoted in a recent press conference on the reaction to the Brexit plan that has just been signed by all 27 member states – “Great leadership is not about taking the easy route, it is about making difficult decisions.”  Putting Brexit aside – I hear a sigh of relief?   This quote is at the heart of what effective leaders are faced with on a regular basis – that self questioning and draw of the easy route, which we all know rarely delivers, or taking that difficult decision which one knows will meet opposition, denial, ridicule and even refusal.

    Peter F. Drucker the management guru, once said, “Whenever you see a successful business, someone once made a courageous decision.”

    Making that difficult decision takes courage to stand in the face of adversity and keep moving forward, despite your inner self reminding you that there is an easier route, which may leave you unscathed, (probably not in Theresa May’s case!), but completely dissatisfied with yourself.  In other words, not living your own truth.

    Currently in South Africa enjoying the beauty of the landscape, the birds and wild life, knowing that underneath all this is a very rocky and unstable government.  The new temporary president, Cyril Ramaphosa is walking the tight rope through the land reform, and the demands of the opposition who believe it is reasonable to take away and redistribute land from farmers who have bought and worked their land, in some cases for generations, to African communities in those areas, for no compensation. Ramaphosa has looked for common ground in the negotiations and has signed off on the land reform. However, with a caveat that land cannot simply be removed from farmers, there has to be a system to request the land and process that transition, with the goal of ensuring it stays productive in supplying food for the South African people.  Did Ramaphosa take the easy route, or that difficult decision?

    Mandala walked the tightrope throughout his life, bringing liberation to the people of South Africa.  He did not stop to blame those who created the apartheid regime, he simply kept his goal in mind and moved peacefully and assertively forward towards his goal, making those decisions that had to be made despite lack of support from many his own ANC members. Eventually it all paid off with the end of apartheid, with liberation for all and a new beginning for South Africa.  Did it take courage and dedication to live his vision?  Did he have to make difficult decisions? I believe there can be no more difficult a decision to take than committing yourself to life imprisonment to serve the greater good of your people.

    Being a leader takes courage, it takes courage to make the decisions that have to be made, knowing very often that it will not please many of your followers.  However, firstly taking a decision is important, and making that decision work through a plan of action, communicating that plan to others and keeping the ship on course to overcome barriers to change, whilst inspiring followers to embrace that change, bringing about something new, different and exceptional.

    What lies ahead for Theresa May, the British government and people is going to take great courage and leadership to drive forward on the decision to leave the EU, to keep “Britain Great” and move into a new history.

  • Have our Government forgotten how to Collaborate?

    With all the chaos in the world and the never ending devastating and horrifying news, I believe it is time to re-visit the importance of authentic leadership. Most of our world leaders, whether prime ministers, presidents or M.P’s seem hell bent on dividing nations globally as well as locally. It doesn’t take much to find the subjects that are being used to create this great divide whether we think about ULEZ (Ultra low emission zone) climate change, Russia and Ukraine, Israel and Palestine, covid or any other vaccination, limitation on freedom of speech etc, the list goes on. In this blog I don’t intend to go down the rabbit hole of why this might be, and why several governments seem to only have one goal in mind and that is the destruction of individuals, groups, countries, cities and nations, but rather focus on leadership and the key characteristic and skill that is needed to bring us all back together to be more accepting of each other irrelevant of how you identify yourself, what your beliefs and opinions are and what your nationality or religion might be. All this is irrelevant when we choose to come from a place of kindness, unconditional love and collaboration.

    What is collaboration? “Collaboration is a joint effort of multiple individuals or work groups to accomplish a task or project.” Within an organization, collaboration typically involves the ability of two or more people to view and contribute to documents, work processes and procedures, or other content through a structured and organised approach. In other words, if we don’t work together, companies will not function well, employees will be dissatisfied and unfulfilled, probably leaving for sunnier prospects due to day-to-day chaos caused by a lack of leadership that brings about collaboration and teamwork and encourages a win-win output by sitting down in a group to address issues whether that is conflict, things not going to plan, processes and procedures that are not fit for purpose and so on. Seldom if ever, in my multiple years of employment in front line and management positions have I experienced a lack of collaboration when a proactive leader has realised the need to increase communication and collaboration and therefore has encouraged this to happen through appropriate leadership.

    The next question might be; Do we need a leader to drive collaboration? Actually not, if we all make an individual decision to collaborate with others whether that is a work colleague, peer, boss or when we are out and about shopping, driving, eating and drinking, or on public transport. Every single one of us can decide through self-leadership to positively collaborate to get the issue in hand resolved or the task accomplished and in so doing will avoid the need to jump the queue, treat a fellow driver with contempt, the waiter with annoyance because things are not as fast as we think they should be or verbally attack the human who finally takes our call after several minutes of being asked by the robotic bot why we are calling, venting our frustration and annoyance at being reduced to sub-human.

    The bottom line – how can you improve collaboration and show small acts of kindness to others in your everyday life which not only makes their day, but also yours as you realise what this does for others and how you feel at being able to show that kindness and collaborate with them to achieve a particular outcome that works for both parties.

    Back to leadership and our leadership structures. In the workplace, and let’s face it government of a country is no different, just a large organisation that has a specific goal of serving the community that it governs for the best outcome for all and the nation as a whole. Examples of collaboration might include communication, conflict management and resolution, understanding through a willingness to listen, questioning to understand other points of view and problem solving in a team. It is similar to teamwork, however collaboration has no hierarchy, even though someone might be nominated to organise the collaborative process. In collaboration everyone is equal. Everyone has equal right to share their opinion and be listened to respectfully, challenge others about their opinion in a polite manner while communicating together for the common good to achieve the goal. Collaboration skills are vital for a company’s very existence as well as growth and development. Governments are no different.

    According to J. Ibeh Agbanyim in his book the “The Five Principles of Collaboration: Applying Trust, Respect, Willingness, Empowerment, and Effective Communication to Human Relationships is the foundation to effective collaboration.” When using these skills as a checklist it is not difficult to identify what is missing from our governments and world leaders today. Winston Churchill once said, “We make a living by what we get, but we make a life by what we give.” We seem to have come a long way from Churchill’s comment. I’m sure he wasn’t referring to what our world leaders are giving today, even though he served as Prime Minister during the second world war.

    Don’t sit back in your comfort zone and ignore what is going on, unless of course you are satisfied with your country’s leadership and the leadership in those unelected organisations that seek to control our lives such as the World Health Organisation, World Economic Forum and the like and the only people they are interested in collaborating with are themselves. We can all choose to collaborate with each other and show our fellow humans kindness and unconditional love. In other words, don’t wait for someone to lead you, lead yourself to a place where you want to be and encourage others to do the same. In this way as we each throw a pebble into the pool of water, soon that pool will become the ocean. An ocean of collaboration and kindness.

     

    “Extend a hand whether or not you know it shall be grasped.”

    – Ryunosuke Satoro, the Japanese father of short stories.

  • Emotional intelligence & self-care: the missing competence?

    Emotional intelligence & self-care: the missing competence?

    Daniel Goleman the author of “Working with Emotional Intelligence”, talks about several competencies under “Personal” and “Social” competencies – Self-awareness, self-regulation, empathy, motivation and relationship management/social skills. Perhaps it is now time in our world of intensity, fear, overwhelm and stress to add one more competence – “Self-care?”

    In our present-day world, on most corners you meet headlines referring to poor mental health, burnout, stress and overwhelm. Where are we going wrong? For the last several years we have been bombarded with external factors that have created this undercurrent of fear that continues to steadily eat away at human resilience with no sign of abating. Workload is another of the biggest factors in our daily lives to impact our physical and emotional energy resources. Feeling fearful and or overwhelmed means a sense of loss of control. When we are not feeling in control due to the “unknown” – Covid, inflation, petrol prices etc as well as due to impending deadlines, sheer volume of work and a lack of appreciation we leak energy just like a tyre on your car with a slow puncture, that over time leads into a downward spiral until you are literally “flat”. Eventually resulting in poor health as the endocrine system tries hard to rectify the constant onslaught of “fight and flight” reactions.

    What is Self-care?

    Considering “Self-care” from the point of view of Emotional Intelligence, in my opinion it is a combination of “self-awareness” and “self-regulation”. In other words, the ability to listen to yourself and observe a change in reactions to everyday issues, such as being less patient, overly aggressive in your manner, moody and lacking joy, and then to tune into yourself and pay more attention to these changes to understand the real cause. Having understood the cause, whatever that might be to then put in place some actions to self-regulate. In other words, to “manage one’s internal states, impulses and resources” so that your thoughts, actions and overall behaviour no longer drain energy.

    In order to recognise when things are becoming too much “Self- care” goes a little deeper than self-regulation. It requires taking the foot of the pedal, putting practices in place that regulate work-volumes and deadlines to a point where you are stretched, but not over stretched as to over-stimulate the “fight and flight” response, taking down-time and generally assisting your internal physical and mental mechanisms to return to a state of homeostasis. In short-term circumstances when it is temporarily not possible to take your foot off the pedal to put several actions in place that positively support your energy system, for example:

    Pause, breathe deeply for 3 in and out breaths – always ensuring the out-breath is longer than the in-breath. In this way you slow down your emotional reactions and bring an inner calm to the situation. Using this technique in the moment is very useful when your response would otherwise have been reactive and reckless.

    Create space and time for yourself every day – During this time, which might only be 10-20 minutes a day, stay away from digital distractions and invest time in yourself walking, meditating and generally connecting with yourself. Taking time out creates the space in which to assess, evaluate and tune into your thoughts and emotions around different situations. For effective investment of time:

    • Avoid being distracted by messages, calls and other regular interruptions
    • If weather permits go out for some fresh air and if it doesn’t go out for some fresh air
    • Breathe deeply 3-4 times before tuning into your surroundings, the smells, sights and sound
    • Tune into yourself to acknowledge how you are feeling. Allow any negative feelings to manifest, acknowledge them and then let them g
    • Acknowledge the learning these feelings and emotions have given you and move on from that place.

    “Creating space for yourself on a daily basis, helps to regulate daily stresses and create that breathing space in order to “see” your emotional triggers.

    Respect your personal capacity – say “No” when you know it is one thing too much. Talk to someone when you feel overwhelmed and stressed. They will likely be able to see the “wood for the trees” and help find the way out.

    Keep your diet nutritionally rich – Avoid wheat and wheat-based foods. Wheat affects the brain as well as the body, causing stress to the digestive system and ultimately the brain as the two are inextricably linked through the gut-brain axis. If you want to get maximum energy from what you eat choose foods that support effective digestion and an agile mind:

    • Eat the rainbow on a daily basis in fruit and vegetable
    • Eat brain foods – oily fish such as mackerel, sardines, and salmo
    • Chose healthy fats full of omega 3 and 6 – avocado, olive oil and coconut oi
    • Eat good quality protein – grass-fed meat, fish, eggs, and protein from things such as whole grains, sesame seeds (humus), beans and legumes.

    Read my blog about the effect of what we eat has on our minds

    Keep hydrated – when not drinking enough water your body becomes stressed and therefore any additional external stressors accelerate the negative impact on how you feel. Keep a glass of water close by to sip on throughout the day. Aim to drink a minimum of 8 glasses daily.

    Avoid all energy drinks and caffeine – they all serve to dehydrate the body as well as overall increasing the drain on your energy. Before reaching for that caffeine boost, drink a glass of water first and then observe how you feel.

    Long term regulation of mind and body through “Self-care”

    Taking a longer term view on “Self-care” means that you put daily and weekly practices in place to ensure a consistent and constant source of energy to meet demanding periods in your life, which let’s face it we all have. Adopting this kind of practice helps in keeping your mind positive and agile and your body full of energy.

    As we are all unique, practices will differ from person-to-person. In order to find the right practices for you, ask yourself the following questions:

    • What brings me joy
    • What do I love doing
    • Who inspires me so that I want to spend more time in their energy
    • How can I nourish the whole of myself?

    In answering these questions, you begin to identify what activities will help you to switch off from whatever overwhelm, stress and negativity you are facing. In our lives there is abundance of joy, we just have to stop to see it. Is your real passion in baking, cycling, fishing, gardening or walking? How can you build more of this into your weekly routine? What kind of people bring you inspiration? Who are they and how can you see or speak to them as part of your week?

    When I think of personal “self-care” and nourishment, I think of several things:

    • Sitting on top of a hill or by a river and taking in the view emptying my head of circulating thoughts and conversation
    • Taking an afternoon powernap. 10-20 minutes of “switch off” in peace and quie
    • Switching off connectivity and walking outsid
    • Cuddling up on the sofa with a good boo
    • Spending time with an anima
    • Wholesome foods, heart-warming soups, casseroles and stew
    • A long relaxing bath with essential oils.

    These might not be ways in which you prefer to nourish yourself, but whatever it is that nourishes you, how can you take at least 30 minutes each week to create that time for yourself?

    Defined simply, “Self-care” is: Knowing one’s internal sources of energy and how to build a consistent flow through:

     

    Emotional awareness

    Awareness of one’s emotions and their effects on levels of energy

    Physical awareness

    Awareness of one’s daily load and the effects on mental and physical energy levels

    Respecting your personal capacity

    Recognising when everything is too much and putting practices in place to reduce overwhelm

    Positivity

    Maintaining a positive inner and outer dialogue that is positive and constructive

    Self-control

    Managing disruptive emotions and impulses through proactive behaviour

    Self-nourishment

    Taking regular time to nourish oneself to top-up the energy tank

     

    Reference: Working with Emotional Intelligence, Daniel Goleman