Leadership Articles:

• What’s the Difference between Management and Change Management?: This considers the difference between a manager and a change manger.
• Gandhi Leadership Lessons: Some key questions for leaders in the midst of the Credit Crunch, and examines what Gandhi might have to teach us about a different way to lead.
• Sustainable Leadership: An examination of what it takes to lead a truly sustainable business in the 21st century, including some test questions
• The Other Credit Crunch: An exploration of the power and importance in giving credit where it is due and feedback where it is required and its power to change behaviour
• Managing a Smaller Business: Gives some valuable clues and tips on how to run and smaller business or team
• Sounding Board: The Value of a Sounding Board: or who should a leader listen to? This explores the value an outsider can bring to a leader and how this can impact on the quality of their leadership
• Leadership: Keep Your Eye on the Ball: key lessons in business and personal strategy from squash world champion Hashim Khan
• Leadership: What It takes?: explores what it takes to be a leader and the nature of leadership
• Leadership - The missing ingredient: Looks at what is sometimes missing in our leaders
• Motivational Leadership: explores what it takes to get people to follow your leadership
• Leadership, Change and Communication: examines what England's rugby failures can teach us about the importance of communication in leadership
• Leadership Succession challenges: reviews the lessons the Labour Party can teach us about grooming tomorrow's leaders
• No Pain, No Gain: examines whether leaders are supposed to help people deal with the pain of Change

Testimonials: Richard has a depth of experience and a wealth of anecdotes which always helped me to see things differently and more clearly - Business Solutions Group Manager National Grid Wireless
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What's New?
Article: Management and Change Management
Blog: We've been Trumped... or Brexit pt II

Society, community, family are all conserving institutions. They try to maintain stability, and to prevent, or at least to slow down, change. But the organization of the post-capitalist society of organizations is a destabilizer. Because its function is to put knowledge to work -- on tools, processes, and products; on work; on knowledge itself -- it must be organized for constant change. - Peter F. Drucker