Featured Content Cover Story: Positive Leaders can change the world Interview with Jon Gordon
Features Leadership: Positive leaders can change the world - Interview with Jon Gordon. The author describes the power and importance of positivity. Purposeful People: The science behind the Global Mindset by Csaba Toth An exploration of diversity, culture and our response to the changing world. Strategy: The 6Ms of Business Strategy An interview with Shweta Jhajharia in which the award winning consultant shares her insights from her work in helping businesses grow
Articles Impact & Influence: Positive Organisation Robert E Quinn’s book sets out a practical approach to developing a thriving organisation. Recommended Reads: The E-Myth Revisited by Michael E Gerber Business coach David Mellor, our interviewee from issue 10, recommended us a book that resonated for him. 5 of the Best…Podcasts Podcasts are a great way to hear success stories and examples of positive leadership. Here are 5 of our favourite podcasts (plus one extra). Career: the happy secret to better work Shawn Achor’s TED talk focusses on how we can be more positive, to improve our performance. Words to Lead By: Tamara Box Tamara Box, head of structured finance at global law firm ReedSmith, shares the best piece of advice she has ever received
Editor’s Note As springtime finally arrives here in the UK, bringing with it light, colourful flowers and improved moods we are focusing this issue on positivity, of harnessing optimism, of adopting a mindset that is inclusive and collaborative, of seeing the best in yourself and others and looking for a win-win solution. However this is not the naïve approach that critics have sometimes attacked, and research has shown the real benefits of positive leadership in creating organisations that thrive and grow. We always aim to bring positivity into our work with clients, for example we look to build on what works, we look for existing strengths which can be enhanced and leveraged. Our contributors to this issue set out how they foster positivity in the workplace, and the benefits they have seen.
Interviewing Jon Gordon was particularly exciting – the renowned author expands on some of the key themes in his books and work. Interestingly he looks at applying these principles of positive thinking from the world of business to the family home. On another note, I really enjoyed meeting with a huge range of people at the recent Best You expo at ExCel in London, and speaking on the topic of harnessing strengths. Eszter Molnar Mills, Editor-in-Chief
Leadership “Positive Leaders can change the World”: interview with Jon Gordon In his interview with Eszter Molnar Mills, Jon Gordon, the wideranging author, speaker and consultant to Fortune 500 companies as well as baseball and US football teams, discusses his ideas and principles around positive leadership.
“I believe we teach what we need to learn” - Jon describes a different path to finding his niche area – his desire to change his life, wanting to be more positive himself, has led to him specialising in the area of positive leadership – but not just in the office, for sports teams, and importantly for children as well.
Gordon harnesses these different perspectives, and considers three key challenge for leaders today: Culture: “building a great culture, and then sticking with it” – noting that maintaining the health of the culture is difficult, and made even more difficult by the focus on numerical outcomes, on stock prices and school standardised tests. Gordon suggests that focusing on the ‘fruit’ (e.g. outcomes) encourages leaders to neglect investment in the ‘root’ (the key determinants that generates success). Positivity: A further challenge is overcoming negativity and maintaining positivity, where the best leaders he sees are those who are not positive in themselves, they work hard to share that positivity, to generate more positivity in their team. Connection: This leads into his last key challenge for leaders, that of keeping the team connected. In the face of time and other pressures Gordon reinforces the importance of building up relationships and commitment to each other – “relationships are the foundation upon which winning teams and companies are built.” Gordon moves onto discussing principles behind leadership and creating a positive vision. It is not enough to share the vision, he argues, the leader has to engage with their team, to develop the relationships without which the project will fail. He sets out tasks for the leader, such as talking with each member, sharing the vision,
seeing how the company’s vision fits with the individual. Working with the individual to define their vision, and how they can feed into the wider vision, promotes growth and commitment. In this way leaders can inspire their team to create success. Gordon has distilled these ideas in his book The Energy Bus, where he points out the importance of the leader creating that positive vision, and then specifically inviting people to ‘get on the bus’ with them. Returning to his theme of relationships, Gordon describes further the role of a leader in taking time and making the effort to understand their team members. Communication is vital he sys for maintaining positivity and building relationships – without communication people don’t know what’s going on, and that uncertainty leads to fear and negativity. Gordon’s love of metaphor and story-telling is clear with an analogy from the Energy Bus being developed into its own book, The Positive Dog. Using imaginative stories that stick in the mind help him communicate the importance of positivity and optimism, and of sharing that positivity, through the idea of ‘feeding the positive dog’. He continues by citing two interesting case studies, emphasising the role of the leader in focusing on the positive, and also providing an example about what it really means to ‘get on the bus’.
The big question: William Bratton, chief of police under Rudy Giuliani, was tasked with reducing crime in New York. During one-to-one sessions with his five bureau chiefs he asked them if they believed crime could be reduced in their area. The three who answered ‘no’ were promptly fired – how could they be expected to lead others to make a difference if they did not believe it themselves? Transferring belief: Steve Jobs was known for challenging his teams’ timescales – even halving their targets. His expertise was in communicating to the team his belief in their abilities to solve problems within this reduced deadline. By being positive he distorted their reality, quashed their pessimism and they generated success.
“These principles that adults should live by are the same principles that help children thrive” Unusually for a leadership author and business consultant, Jon Gordon has worked on communicating to children his fundamental messages of positivity and gratitude. In “The Energy Bus for Kids” he brings his ideas of overcoming negativity to the issues faced by children, such as bullying. He also stresses the importance of focusing on the positives and not dwelling on the negatives in “Thank You and Good Night”, an encouragement to end the day by thinking of all the things to be thankful for.
Gordon concludes by setting out core principles: Find a purpose: don’t forget why you are doing what you do Don’t chase success: make a difference and success will find you Don’t seek happiness: by living with purpose and passion, and making a difference, happiness will flow. Jon Gordon's best-selling books and talks have inspired readers and audiences around the world. His principles have been put to the test by numerous NFL, NBA, MLB coaches and teams, Fortune 500 companies, school districts, hospitals and non-profits. He is the author of numerous best-selling books including The Energy Bus, Training Camp, The Seed, You Win in the Locker Room First and The No Complaining Rule. Jon and his tips have been featured on TV and numerous magazines and newspapers. He and his training/consulting company are passionate about developing positive leaders, organizations and teams.
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Strategy The 6Ms of Business Strategy Interview with Shweta Jhajharia Shweta Jhajharia MBA is a business coach specialising in growth. She has been ranked ActionCOACH London's Coach of the Year consecutively for the last eight years, was the first woman in the world to be given the "Diamond Level of Excellence" award from ActionCOACH, and this year won the Global Best Client Results Award and the UK’s Coach of the Year Award. We asked Shweta for her insights for business owners and leaders:
Could you tell us about yourself and your work? I come from a non-descript rural town in India, completed my MBA at the Indian Institute of Management (IIM)and then worked at Unilever for over 8 years across Asia and Europe, which really helped develop my understanding of what makes people perform. I left a high profile corporate role to start my own business within
ActionCOACH and applied the same principles that had created success for me over my previous career. What do you currently see as key challenges for business owners? I find most business owners seem challenged when it comes to building a team. Many entrepreneurs – women especially – feel pressure to struggle and achieve everything themselves. However, building a team is one of the most effective ways to grow. When you put in some effort to find good, hardworking people, and to help them succeed, you find your own opportunities grow manifold.
Brexit will present unique challenges over the next few years. Pressure on business owners will come from depreciating currency, possible inflation, adverse movements of asset prices and labour market pressures.
However, I believe the primary pressure will come from negotiations with the bigger players – so business owners will need to sharpen their negotiation skills and be ready to challenge ‘The Brexit Excuse’. In the end, commercial prudence will prevail over instinctive reaction. SME owners who thrive in the uncertain environment will be those who have the financial literacy to understand what is happening in their business right now, who are constantly reviewing margins, tapping into a wider talent pool and focusing on ways to increase their pipeline. The owners who are developing their skills and competencies to manage their business closely and negotiate with the bigger clients are those who will face the challenges with surety. In your view, what are the most important aspects of business strategy? One of the major distinctions is the difference between “strategy” and “tactics”. There are countless blog articles and books giving all the strategies for building and running a good business. However, it is on the tactics that we focus – the actual use of strategies within the business. That’s where we really help business owners. There are 6 main aspects of business strategy that need to be addressed:
Mindset: how the business owner is thinking – not just about the business, but about themselves. Are they practicing the right habits to set themselves up for success? Mastery and Mission: creating the right foundation, making sure business owners have the knowledge required for their business and ensuring there are clear goals in place, with an accompanying action plan to achieve them.
Money: all about marketing and sales. No matter how good, relevant and useful the product or service, if you do not have effective marketing and sales strategies, the longevity of the business is at risk. Management: sourcing the right talent, keeping that team engaged, and learning how to create an environment where both your business and those individuals can grow together. Team management is where many business owners are making huge mistakes that can be fixed easily to produce massive results. Methodology: understanding what parts of the business can be packaged and systemised so owners can get the leverage required to take their small business that they work in up to a big business that they work on. This is critical for businesses that are successful but struggling to reach the next level. 6Ms: Strategic Thinking and Execution Importantly these 6 aspects are split into two sides – strategic thinking (Mindset, Mastery, Mission) and execution (Money, Management, Methodology). Some businesses are great with strategic thinking and need more help with execution, others have
great execution skills and require more strategic thinking to best direct their actions. So not every business needs to focus on all 6 parts – and it’s essential that business owners choose the right place to focus their efforts. How do you support businesses to develop high performance teams? There are two main components – recruitment and management. Sourcing the right talent is essential, and most business owners are afraid of the time commitment required. We have developed a 4hour recruitment process that requires literally 4 hours and usually produces the best person for the job. Management is slightly more complicated, but usually quite easily improved. It’s about tactics, not strategy. The exercises I do with a client are designed to not “Goals only work out the problems with the team members, but also the issues involved with how are that business owner manages their team. Then we review strategies relevant to their style, dreams their team, and the team they need. Every business and business owner has their own nuances that need to be addressed when it comes to managing a superstar team. What key pieces of advice do you give to leaders?
with
deadlines” Brian Tracy
Make sure you set your own targets and goals. When you let others set the tone for you, your achievement level can be massively limited.
My personal motto is “Goals are dreams with deadlines” – I am a believer that hard work and trust in your abilities makes a difference. I think that dedication to focusing on my goals and keeping strict timelines for myself is a trait that has contributed to my business’ success, my clients’ success, and to the success of having an active and present role in my son’s life. Don’t try and do everything yourself and learn everything independently. Reach out to people who are willing to help you – a successful business is rarely a single person’s effort, it usually takes a whole village of experts, mentors, and team members. For more thoughts from Shweta, click here to pre-order her new book Sparks, Ideas to ignite your business growth. Shweta Jhajharia is a multi-award-winning business coach, recognised both by external bodies and industry awards panels as one of the top coaches in the UK. She was Global Marketing Manager with Unilever for 9 years before joining ActionCOACH and founding The London Coaching Group in 2008. Shweta draws upon this experience to not only lead her clients to better profitability, but also enhance the longterm asset value of their business.
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Career The happy secret to better work A TED talk by Shawn Achor Shawn Achor is a highly respected academic and consultant. He focuses on positive outliers—to understand more about people who are well above average. As he says in the talk “if we study what is merely average, we will remain merely average”
Author of the highly successful The Happiness Advantage, his TED talk has been watched almost 15 million times. Arguing that success does not create happiness, Achor sets out how we can actively increase our levels of positivity, which he has found to be the major determinant of performance. To find out more watch the video above or read the transcript. This recording is reproduced with permission from TED.com. TED is a non-profit organisation devoted to spreading ideas, usually in the form of short, powerful talks of 18 minutes or less.
Purposeful People The Science behind the Global Mindset Diversity has always been around, we have just tried to ignore it. The ones who were proactive and culturally intelligent are the ones now who are thriving in this economy. It is still not too late to catch up! Customers and employees become disengaged and they choose your competition when they feel frustrated, confused or dissatisfied. Understanding how cultural background, such as generation, gender, profession, nationality AND personality type influence how they feel, think and behave is the strategic advantage of successful companies and managers. Although‌this is easier to be said than done.
What has changed? The world is rapidly changing: increasing globalisation and mobility of workforce, super-connected cities and countries, dealing with people of many different national, ethnic, cultural, social, and generational backgrounds on a daily basis. Companies can hire the best of the best from all over the world and they can do business in almost any countries. Still, over 70% of
international projects fail. Why? Because culture is not just about arts and literature, it is the software of the mind, it determines how we think, behave and make decisions. If the programs are compatible, everything runs smoothly, if they are not, they will crash badly. That is one of the main reasons why the UK loses £48 billion a year according to UKTI (2015). Why is it not about common sense? Culture is our blueprint…what the world should be like… Cultural Intelligence is the ability to read the blueprint…it is one of the main parts of global mindset. Just imagine that you see the blueprint of your house for the first time and we assume you are not an engineer or architect. Even if you live there, you are not aware of different parts, different technical terms, how things work…for instance how the wires are connected so when you switch on the light, it is bright inside….it just happens. If somebody asks you to explain how it works, after all, you have been living there for years, probably you couldn’t explain it. As our identity has both learnt and inherited parts as well, and we are often unaware of them, most people would find it difficult to explain all the imprinted values and beliefs influencing us. Once we learn to read a blueprint, the structure behind cultural intelligence, we will be able to recognise and understand behaviour in a fast-paced, multicultural environment Global mindset is not about learning how to like people from other cultures, it is about learning to understand them…if we can see a situation from their perspective, we might find out that there is a better solution or one that is equally logical to ours. Diversity without inclusion turns into liability We have heard a lot about Diversity recently. It is a buzzword. It is trendy.
The Oxford Dictionary defines a buzzword as a slogan created by a group of people working within a business just to generate hype. Some companies employ people who are different across dimensions like gender, age and race, who have different experiences and perspectives. They talk about diversity like teenagers talk about sex: ”Of course, we do it and we are great at it!” Usually that is not the case and although practice makes perfect, it is not enough without some specific knowledge.
Have you ever fallen out with your colleagues because you did not agree on something? Or maybe you felt you could not contradict your parents? You felt frustrated and inferior? Well, that was not inclusive then! Be inclusive first before you get more diverse, it will not work the other way round. Increasing diversity without understanding it is like buying new software for our computer without knowing if it is compatible or it will crash the system. DIVERSITY is the mixture of differences; INCLUSION is the right mixture of people managed with Cultural Intelligence. One is a minefield and the other is a gold mine The Global Mindset The world is our BIG DATA and we filter all that incredible amount of information through our unconscious biases...the little categories we try to fit everything we see. The conscious mind is limited, it tries to analyse the information while the unconscious mind starts seeing a pattern we might not even be aware of..
“If you torture the data long enough, it will confess” Ronald Coase Professor Emeritus of Economics Universtiy of Chicago Law School
Our biases are influenced by our background, cultural environment,
personal experiences and they have enormous impact on what we consider to be true and logical. Even if we refuse to admit it, we all have this...we all have a first impression of someone which seldom changes. The reason is not necessarily our expertise in understanding people, but the subconscious distortion of the information processes by our brain.... Unconscious bias is like Google's "I'm feeling lucky" function: we quickly find what we are looking for. Most of the people are quite happy about this function, it saves time and hassle with the added bonus of feeling fortunate. Global Mindset is about connecting with ourselves and others by learning to see the world from different perspectives. Instead of relying on 'feeling lucky' we make some effort to check different results, different ways of searching so we might find something even better than we were looking for! Step 1: Building Awareness The foundation of cultural intelligence is understanding how our personality and cultural background influences the way we see the world and how others see us. Without a strong sense of who you are and how your own culture has influenced and shaped you, you are very unlikely to know how to respond to other cultures or have the confidence to mediate our behaviour in the light of our discoveries. This is the first step where we consciously notice diversity. Step 2: Building Competency Diversity exists because different cultures have found different ways of solving a problem. Understanding the logic behind their thinking allows us to find better ways or at least to accept theirs. There is a
scientific structure behind behaviour which explains that we are all unique, but predictably different. This is the step where we consciously understand diversity. Step 3: Building Skills Pointing out differences does not help too much…we need to find similarities and complementary traits to build a common ground. The difference between knowing something and applying that knowledge is the difference between success and failure. This is the step where we consciously turn diversity into inclusion by learning how to make the most of our differences. Global mindset is the result of cultural intelligence, although it is never a final product of it. This is a never-ending process with the highest return on investment as 85% of success is down to people skills.
Csaba Toth MA, MSC, FCMI, is European Managing Partner of ICQ Consulting which helps clients measure and leverage personal and cultural differences to turn diversity into profitable inclusion instead of a painful liability. He developed the internationally accredited and endorsed framework InterCultural DISC™ which helps people understand and connect with others who have different behaviour and communication styles due to their cultural background. The book, Intercultural DISC™ , is due out soon. Contact Csaba on csaba@ICQConsulting.com or feel free to connect with him on Linkedin.
Recommended Reads The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It by Michael E. Gerber David Mellor is a business mentor, honorary senior visiting fellow at Cass Business School and author of a number of books on the theme of moving from being an employee to being a business owner. During our interview with him in issue 10, David chose Michael Gerber’s book as his recommendation for us.
“It was a Eureka moment when I read it” Do business owners make poor entrepreneurs? Written in 1995 as a follow up the 1986 E-Myth (and since further revised) Gerber provides more advice for entrepreneurs and small business owners. Much of the book is written as an extended conversation with a lady who had opened a pie shop, and Gerber provides detailed plans and structures to help businesses survive, thrive and grow. For Mellor, the E-Myth Revisited was an instant hit: “so much of this book kind of resonates in terms of things I've experienced but also things I've tried to help other people with… It's so simplistic in its approach… it just really hits home. I think that's a fantastic book.” Buy it now on Amazon UK or Amazon USA
5 of the best… Podcasts The rise of the podcast in recent years has meant we now share our commute or the washing up with a massive range of experts, leaders and authors. Sometimes too much choice can be a problem, so here we recommend five of our favourites (plus a bonus one), and why we think they stand out from the crowd. We hope you try them and please let us know your recommendations! Dose of Leadership www.doseofleadership.com/ We like it that the guests on Richard Rierson’s interview series come from a wide range of backgrounds: as well as business leaders, Rierson finds interesting angles on leadership by talking with leaders from faith, sports and even martial arts, on a monthly basis. Stanford Entrepreneurial Thought Leaders Series http://ecorner.stanford.edu/podcasts.html Widely recommended are the in-depth interviews with business leaders that form Stanford’s popular weekly series. These roughly hour-long interviews have covered issues such as how a CEO’s role responds to growth and divergent thinking in product design. If you have less time , check out the Standford Innovation Lab podcasts, two seasons of shorter conversations covering topics such as Negotiation, Improvisation, and Crowdsourcing. More or Less http://www.bbc.co.uk/programmes/b006qshd Numbers are bandied around by politicians, scientists and journalists, and Tim Harford’s BBC radio show tackles bold claims,
over-simplifications and selective reading. Tim recently looked at the rise of elected women, obesity in the UK, and Brexit economic forecasts. By the way, we thoroughly recommend Tim’s books, which are entertaining and full of interesting ideas. Office Hours http://www.danpink.com/office-hours/ Presented by Daniel Pink, author of best-selling To Sell is Human, and commentator on motivation and human behaviour. Some of the most interesting business authors discuss their ideas in his podcast interviews. He also shares the Pinkcast, where he explores an idea in less than 180 seconds – so no excuse for not having enough time. EntreLeadership www.entreleadership.com/posts.podcast Weekly 40-60 minute interviews by Dave Ramsey, an expert on building and growing businesses, coupled with free tools and worksheets. An FBI hostage negotiator and naval captains join a roster of CEOs, authors and academics in sharing their thoughts on productivity, communication, and leadership. This Is Your Life https://michaelhyatt.com/thisisyourlife Although currently on a self-described hiatus, there’s a great back catalogue in which Michael Hyatt addresses a wider range of practical topics, with titles like How to vacation like a pro, How to create great blog posts, and How to deal with a problem client. You can also find transcripts and links to further resources
Have you tried any of these podcasts? Tweet us your experiences @People_Purpose
Impact and Influence The Positive Organisation by Robert E. Quinn In our recent interviews with Professor Kim Cameron and Michelle McQuaid both mentioned Robert E. Quinn’s The Positive Organization as a book worth reading for insight and ideas. It is not difficult to see why, as Quinn’s short book (less than 160 pages from cover to cover) is packed with ideas, examples, case studies and practical exercises, written in an engaging and straightforward style. Throughout, Quinn challenges us to consider a different way of thinking, and to thinks about how we can effectively participate in building a positive organisation. A key strength of the book is that it has actionable lessons for all, regardless of job role or responsibility, from board room to shop floor. Each chapter concludes with a tool to use with teams in self-assessment and development, as well as questions to encourage the reader to reflect and set aspirations, to deepen learning. The central premise of the book is that building a positive organisation requires accountability and authenticity, that for it to be successful it has to be emergent and self-generating. This approach is built on listening, consultation and empowerment at all levels.
What marks this book apart from many others is both the effectiveness of Quinn’s model, as well as the Positive Organization Generator – over 100 real-life examples of how organisations have successfully increased their positivity. Mental Maps and bilingualism Quinn suggests that the culture of an organisation can be summarised in a mental map – an indication of what a company believes and assumes, covering domains such as Motivation, Status and Change. Most organisations, and most leaders, operate using what Quinn calls a Conventional Mental Map, a top-down, traditional hierarchy. He contrasts this with the more complex Positive Mental Map, focused more on networks and relationships, and a focus on the common good and authentic communication. However, this is not a binary state – Quinn suggests a successful leader needs to be ‘bilingual’ able to speak the language of both maps depending on the need of the people they are working with, to find the right tools for the right occasion. A question of balance Quinn provides us with a further analysis of organisational culture – the Framework of Organizational Tensions. Quinn groups organisational characteristics into two opposing lists, for example Individual Accountability and Cohesive Teamwork. If taken to extremes either of these positive characteristics could be negative – conflict on the one hand or group think on the other. To illustrate the need to maintain balance between these positive forces, Quinn separates each pair on opposing sides of a disc, with an outer ring of negative forces that may arise if the positive force is over-developed. This idea of tension and balance is crucial to Quinn – organisations are not static, they are dynamic, and to effect positive change we have to consider the whole system, that positives can turn into negatives.
A call to action Having developed these models, Quinn turns to a number of key issues in developing a positive organisation in chapters that focus on how drive organisations forward by developing and promoting authenticity, creating a sense of purpose, fostering bottom-up change and collaborative development. He uses a range of interesting and relevant examples, referring back to the models at every stage. In these sections he is challenging and insightful on the role of the individual, on our willingness to work for the common good, our ability to leave our ego and control behind when trying to develop an organisation that thrives. He is also realistic about human nature, and how difficult meaningful change and personal authenticity may be, but makes clear the benefits of developing leadership capabilities and organisational positivity. Over to you Quinn concludes by sharing with the reader his Positive Organization Generator. Designed to confront sceptics and resistance, he provides 100 examples of where an organisation has made positive change (from a range of industries, and with links to further articles on each of them). Rather than just adopting these ideas, his instruction to readers is to re-invent them – to be inspired by the examples, extract the principle and re-imagine it for your own context, moulding and adapting to fit.
Robert E. Quinn Robert E. Quinn’s website www.bob-quinn.com provides you with the resources from the book, including the Positive Organization Generator. Or buy the book from Amazon UK or Amazon USA. For more ideas you can also follow his daily blog: www.thepositiveorganization.wordpress.com
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Words to lead by Head of structured finance at global law firm ReedSmith, Tamara Box shares the best piece of advice she has ever received: A woman, now working on exciting infrastructure projects in Africa, gave advice on a panel that Tamara was watching: “Never have lunch alone” Tamara interpreted this as advice to never miss an opportunity to connect with people, even if it is just spending your lunch time with colleagues, new clients, networks. Tamara sees networks as power, but crucially not in a selfish way. She has taken the advice on lunching alone and developed it into ‘Say yes to everything’ – by which she means say yes to people who want to talk to you, people who want to introduce you to others, to young people who want to ask questions. Not just meet them, but see how you can help that person, introduce them to your network or others. Tamara sees this as mutually beneficial: “paying it forward really does always come back”
Photo credits Front Cover: Jon Gordon ; Editor’s Note: Fozelek ; Jon Gordon ; Shweta Jhajharia ; Key to growth: bykst via Pixabay ; Shawn Achor: TED ; This is the truth: archibaldholtzhausen.com ; Feeling lucky: Fozelek ; Tamara Box
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In Our Next Issue: An interview with Tamara
Box
on Leadership for Engagement More from Valentina
Lorenzon on the lessons we can learn from small businesses
Tom Wujec on problem solving Reviews: Jon
Gordon’s recommended book and Steve Preston’s Winning through Career Change
People & Purpose is published by Formium Development, a strength-based leadership and organisational development consultancy in London, UK. The Journal’s Editor in Chief is Eszter Molnar Mills and we are privileged to have a great range of contributors – all leaders in their respective fields.
As a development consultancy Formium Development focuses on creating effective solutions, which allow clients to identify and build on their strengths and do more of their best work. Training and executive coaching is available for managers throughout their career path, including all functional areas. Formium Development's aim is to help individuals and teams improve their performance and become more engaged and fulfilled within their work.
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