Table of Contents Cover Story Purposeful People: Leadership principles to drive results Interview with Gordon Tredgold
Features 101: Change management An engaging video from El Mr Brown Productions on the evolution of thinking about change management through the ages.
Strategy: What’s top of mind for the world’s chief executives over the next three years? Mark A Goodburn reflects on KPMG’s CEO Outlook Study.
Review: The magic of freedom? A review of Henry Stewart’s The Happy Manifesto book. Can it make your organisation a great place to work?
Pruposeful Teams: How to build a stronger team? 10 leadership actions to help your team flourish by Eszter Molnar Mills.
Magazine Content Career: Navigate your way to a brighter future! Steve Preston the Career Catalyst shares 10 ideas to develop your career and manage the career rollercoaster. You can listen to the audio from Steve himself.
Perspectives: Don’t just survive, enjoy your work Find your strengths, put them to work and you are going to be happier, more motivated and increase your performance. Ági Galgóczi took part in the 2015 Strengths Challenge, read her reflections.
5 of the Best… Leadership blogs We have hand-picked 5 follow-worthy blogs which have made us think and hope that they will give you ideas to develop your skills and guidance on your leadership journey.
Recommended Reads: Positive Leadership: Strategies for extraordinary performance by Kim Cameron Presenting accessible, practical strategies based on rigorous research, this book contains inspiration and insights into what makes organisations flourish and how leadership can drive outstanding results.
Words to Lead By: Pete Hamill Pete Hamill, author of Embodied Leadership, shares the best piece of advice he has received. Your feedback would make us happy. Tweet us your opinion on our content and magazine @People_Purpose. If you’re interested in contributing don’t hesitate to contact us support@peopleandpurposejournal.com
Editor’s Note I am delighted to welcome you to the first edition of People & Purpose. We have designed our publication for managers and leaders – both practicing and aspiring – who are looking for new and challenging ideas, best practice insights and practical resources to add to their toolkit. Do you want to thrive in your leadership role? Would you like to make improvements in your organisation? We believe that taking a strength-based approach, focusing on positive behaviours and building on what is already working well allows us all to do more of what we are best at. You can then reach enhanced performance in both in your own leadership practice and within your team and organisation. It is in this endeavour that People & Purpose explores topics such as purposeful leadership, organisational strategy, change management and team development. People & Purpose can help you develop your skills and understanding as a positive leader, whether you are an experienced manager or aspiring to the role. Learn new approaches to successfully tackling organisational challenges through the resources we share with you, such as how-to guides and management tools you can immediately put into practice. Gain insights into effective methods through case studies and leader interviews. Find out about worthwhile advice and books that can support your work and career. I hope you enjoy reading, watching and listening to all we have to offer in this issue and we would love to hear your thoughts. Please get in touch with us to share your views, give feedback and recommend topics and contributors for our future issues. Eszter Molnar Mills, Editor-in-Chief
Purposeful People Leadership principles to drive results Interview with Gordon Tredgold
Gordon Tredgold, known as the Leaders’ Leader, is passionate about helping and leading people, helping them to achieve their full potential. He created a collection of principles called FAST that can help people achieve results in their leadership practice.
F stands for focus – focusing on goals and giving clear direction. Give people the right focus; when you put them in a position to be successful, then we’ll all be successful. Otherwise we have to spend all day every day trying to push them over the finishing line. People like to be led – they don’t like to be managed.
Accountability is the second principle. It is about letting your people know what their role and responsibility is, giving them positive feedback as they do well, or giving them support if they do not. Show others that you’re going to be accountable, that you will accept your position. When you do that your people will also follow suit and be accountable. Simplicity is a key component. You need to communicate simply, even though we have a natural tendency to over-complicate things. Simplicity is magical. Simple plans that people can understand are paramount – they bring belief and confidence to our teams, and belief is the difference between success and failure.
Being a leader is not just a Monday to Friday, 9 to 5 job
Last but not least, transparency. This is about visibility toward progress. When you’ve got great visibility and people can see you’re doing well, that motivates them to keep going. Leadership is all about the team and how we, as leaders, prepare them, give them the tools, put them in a position to be successful and inspire them. “No trust, no inspiration; it’s as simple as that. As leaders we need to inspire and engage our teams to get the best out of them, and that has to be on a solid bedrock of trust.”
Being a leader is not just a Monday to Friday, 9 to 5 job – says Tredgold. Leaders have to be leaders 24/7. “Do as I do, not do as I say” is important in leadership as well. If we only hold people accountable and don’t hold ourselves accountable, then that’s generates a culture more of blame than accountability. To find out more about FAST leadership and Gordon Tredgold’s thoughts on leadership, hear about his experiences as a leader, coach and consultant, watch the interview above.
We need to lead more and manage less. Gordon Tredgold is an internationally recognized Leadership Expert, Coach, Consultant and Trainer. He inspires leaders to develop engaged teams with clear plans so they can revolutionize their results. Focusing on turnarounds, operational excellence, transformational change and strategic implementation, Gordon is passionate about identifying simple methodologies that are able to be quickly implemented, and that generate immediate benefits for people and companies. With a particular expertise in Driving Change, Service Delivery, and a variety of core business competencies, Gordon is the authority on getting F.A.S.T. results. His nearly thirty years of expertise, work experience on three continents, and leading global teams and careers with billion dollar companies such as Henkel, Deutsche Post DHL and Cable and Wireless, have won him worldwide accolades and the distinguished honor of being recognized as the Number One Leadership Expert to follow on Twitter.
Heralded in Inc. Magazine as one of the top 100 Leadership and Management Experts and Speakers, Gordon is also ranked #2 on the Top 15 Must Read Leadership Blogs and #4 on the Top 50 Most Socially Shared Leadership Blogs. He is also a Visiting Professor at Staffordshire University, a Fellow of the Institute of Leadership and Management and a member of the National Speaker’s Association. His book FAST is available on amazon.com and amazon.co.uk. Find out more at: http://www.gordontredgold.com/
101 Change Management
This month’s 101 / ”Introduction to …” column features an engaging video on the evolution of thinking about change management through the ages. The animated summary shares some of the core principles of the effective management of change, drawing on the key authors on this topic, introducing the major concepts as well as best practice. The video highlights the importance of change as a way for organisations to adapt and evolve in times of volatility, uncertainty, complexity and ambiguity – collectively denoted as ‘VUCA‘. This video is created by El Mr Brown Productions: digital age storytellers giving voice to your brand stories. A cluster of creativity and talent dedicated to producing inspiring visual moments, they are a creative one-stop media production studio focusing on video, bringing the best of creative and business minds giving voice to the narrative of B2B companies reaching out to internal and external audiences.
Strategy What’s top of mind for the world’s chief executives over the next three years? While confident about the strength of the global economy and their ability to grow their companies, CEOs are focusing on transforming their businesses. These leaders are certainly alert to the changes occurring all around them, but they are also awakening to the opportunities that stem from disruption. By doing so, they can respond to escalating pressures and harness the disruptors to improve their growth prospects, enhance their operations and strengthen their relationships with enhance their operations and strengthen their relationships with customers. That’s the theme that resonates for me in KPMG’s newly released CEO Outlook Study, which tracks the views of 1,278 CEOs in 10 key markets and nine industry sectors over a three year horizon. This key theme also reflects the conversations I’ve been having with clients about their strategic priorities as they face multiplying disruptors – from new competitive pressures and cyber-security risks to innovation and technological change that affects their entire value chain. While concerned about change, the most successful companies are finding ways to manage the interplay between these disruptors and convert them into opportunities.
What’s clear is that CEOs today do not have the luxury of thinking in terms of decades. Agility is what is required in terms of mega trends, customer expectations and competitive shifts. They now need to ask of themselves, “Are we moving as fast as the world around us?” Optimism in the face of disruption Despite frequent foreboding headlines, corporate leaders are strongly optimistic about global economic growth in the near term. Indeed, 62 percent of CEOs are more confident now than they were last year about global growth prospects over the next three years, while only 6 percent are less confident. Similarly, 61 percent are more confident than last year about growth in their own countries, with marked improvement in confidence levels in key markets such as China, Spain, Australia, India, France and the UK. The US, where the recovery is well underway, continues to be a desirable market for CEOs. This macroeconomic optimism seems to be fueling positive sentiments among CEOs about the prospects for their own companies. Overall, 54 percent of respondents expect their companies to grow over the next three years. The positive tone appears to be driving upbeat business plans, too, since 78 percent of respondents indicate they expect to be in hiring mode through to mid-2018, 48 percent plan to make an acquisition during this time, and 47 percent (Click here on the note to read the full study!) plan to devote significant capital to expansion outside their home countries.
Additionally, developing new growth strategies emerged as the top organizational priority cited by CEOs. Keeping eyes open to emerging risks Although this optimistic outlook is encouraging, the same CEOs are very cognizant of the challenges their organizations face. The survey shows that 86 percent are concerned about customer loyalty, 74 percent are worried about new market entrants and 72 percent are worried about keeping pace with new technology. Sixty-eight percent are also concerned about competitors’ ability to take business away from their organization and 66 percent are concerned about the relevance of their product or service within three years. Concern with technology was significant, with 50 percent indicating that they are not fully prepared for a cyber event such as a challenge to company information security, and 49 percent say they need to improve how their organization manages their data and analytics. These are not small problems or issues that can be resolved with simple solutions. These issues strike at the core for their organizations and require fundamental changes to the way they do business. As a result, there is strong CEO appetite for business transformation. This is evident from the 44 percent who indicate that they are only ‘somewhat comfortable’ with their current business model and 29 percent who say their organizations are likely to be transformed into significantly different entities in the next three years. And those executives who advocate organizational change identify the company strategy, business model and operating model as the areas liable to be transformed the most over the next three years. The status quo is the riskiest tactic It’s clear from a careful review of these survey data that CEOs in diverse sectors understand they can no longer simply do more of the same. Maintaining the status quo may seem to be the most comfortable path, but they must understand that it is actually the riskiest one for their company. Clients I meet with are recognizing, more and more, that immersing their companies in the disruptive environment, and embarking on transformation, is actually a less risky approach. That realization is an important milestone. The next question is, ‘How genuine, deep and effective are your company’s transformation programs?’
While I believe most companies are engaged in some level of transformation, it’s important to ask whether their management is driving the program at a speed that will allow them to stay relevant with their customers. Rather than entering into transformation simply to bring costs down or to lower risk, leaders need to take a harder look in the mirror. They must ask what their customers want that their companies are not delivering right now. That will drive a reverse engineering process, leading to transformation programs that truly improve customer relationships and build a sustainable advantage. But can this truly be accomplished without a commitment to innovation? Surprisingly, over half the global leaders we spoke with (56 percent) say they do not have developed processes for innovation. Many company leaders make nice speeches about transformation but hold on to the status quo through their actions. They may realize too late that they can no longer manage the company by steering around economic, social, technological and environmental disruptors. Sooner or later, their business will be disintermediated. The alternative involves finding ways to embrace the disruptors, to get comfortable with things that are currently uncomfortable – from technological advances and demographic shifts to globalization and data analytics. Transformation as a synonym for executive leadership Transformation will ultimately become more than a buzzword or a fixed-term company initiative. It will become a genuine synonym for executive leadership. Soon, CEOs in successful organizations will say, “Of course we’re in the midst of transformation. It’s the new normal in the life of our business.”
Macroeconomic optimism is fuelling positive sentiments about company prospects
Although embracing transformation represents a radical departure from how many corporations have been managed for many decades, the KPMG survey findings – revealing the high level of confidence CEOs feel about pursuing growth, facing disruptors and taking transformative measures – suggest that leading global organizations will rise to the challenge. Setting the course for growth in this more competitive environment will require new strategies, new tools and methods and new thinking, all with a laser focus on rapid execution and a perpetual transformative mindset. This article first appeared at www.ceoworld.biz, reproduced with premission.
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Mark A Goodburn is Global Head of Advisory for KPMG International. He is focused on helping clients succeed by driving growth, managing risks and enhancing their performance in an evolving marketplace.
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Review The Magic of Freedom? British training company Happy Ltd has been rated best for customer service and work/life balance among many other awards. Henry Stewart, Chief Executive, has written a book about the story of Happy and its achievements. The book has a clear tone, comes with real-life examples, provides evidence where required and poses thought-provoking questions – overall an enjoyable read. From the title you can guess you will find a public declaration of the methods, views and motives of the author. Stewart’s Happy Manifesto is based on ten points:
Most of the points are about giving freedom to your people and trusting them. With his book Stewart aims to help the reader put in place the structure that makes freedom and trust possible in his/her organisation. The Happy Manifesto shows an aspirational alternative, it can help some managers and organisations but it is still not a panacea which will “Make Your Organisation a Great Place to Work – Now!” Don’t get me wrong, it is a great book, the idea has potential but I can’t see how it could be applied in every case. I find it hard to believe that all employees can work without rules, and in my experience not every manager has the freedom to influence the structure, choose their people and put together a dream-team. If managers don’t have the freedom to choose people for their team, or if they inherit an existing team with set preferences and habits, further work will be needed before they can provide the level of freedom suggested. It is apparent throughout the book that Stewart believes in guidelines rather than rules. He says managers don’t give enough freedom to their staff and it could be much more effective if your people made most decisions themselves. Stewart describes the hierarchy of management needs, based on Maslow’s well-known pyramid, which highlights workplace safety, comfort, reward and communication as necessary but insufficient for motivation. Stewart proceeds to expand on organisational approaches to develop challenge, support, trust and freedom as the management behaviours leading to high performance. Ági Galgóczi Book details: Henry Stewart: The Happy Manifesto: Make Your Organization a Great Workplace; Kogan Page; 2013. The book is available on amazon.co.uk and amazon.com.
Purposeful Teams How To Build a Stronger Team
10 leadership actions to help your team flourish 1. Develop a team that is made up of people with different experiences and strengths. Successful teams are diverse, with a wide range of complementary strengths; each person performing in the role that plays to their strengths and in which they can thrive. Diversity of perspectives is crucial for innovation. 2. Involve your team in co-creating an aspirational vision, so members have a clear stake in the organisation’s success. Seeking your people’s views generates immediate engagement and a stronger connection between activity and outcome.
3. Talk about “why” as well as “what.” Foster the team’s shared aim by describing the impact of their work so that members understand the link to a greater purpose. There is a stakeholder, a customer, or even society at large that benefits as an end result of the work they’re doing. 4. As part of planning and managing challenges, identify and communicate a clear outcome. Review past similar successes and identify the factors of that success. You can then use these to shape your response to issues. 5. Specify and agree clear metrics and targets and agree shared performance outcomes. This establishes each person as responsible for their own performance, seeing growth opportunities, owning mistakes, and
setting and reporting against their own SMART objectives. This investment of time benefits the leader by allowing you to spend less of your time spent on ongoing monitoring.
6. Discuss performance at all levels, all the time. This means the organisation’s performance, the team’s performance, customer responses, and individual contributions and actions. All of these elements contribute to the outcome, satisfaction, and experience. 7. Take the role of facilitator, rather than team manager. Ensure that you give thinking time and space to staff members when discussing projects or challenges. They may need time to think issues through, explore options, or identify likely obstacles. 8. Create successful team conversations by encouraging positive communication. The ratio of positivity to negativity is a fundamental driver of good relationships as well as productivity. A successful team looks to have between 3 and 6 positive statements for every negative statement. Successful teams also listen more than argue – they spend more time seeking to understand rather than asserting their own point. 9. Use “Yes AND…” rather than “Yes BUT…” in discussions and meetings. This indicates that you’ve heard the other person’s point, and allows you to build on the previous statement. It is a small language tweak, which generates collaboration, rather than argument. 10. Expect accountability and at the same time practice visible forgiveness to defuse blame when things do go wrong. This will allow you to move on to resolve issues and safeguards the team’s willingness to try new things, take risks, make mistakes and learn. Apologising and showing forgiveness are some of the most important ways of building trust, and encouraging open communication. Eszter Molnar Mills is a strength-based leadership and organisation development specialist and founder of Formium Development. She helps organisations and individuals reach enhanced performance by reflecting on what works, and developing skills and strategies for improvement.
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Career Navigate Your Way to a Brighter Future!
Climbing the career ladder, and being able to see that next step clearly, in order to map out your longer team career progression has historcally been a key motivator for many people regardless of the sector or organisation. However, there is arguably no such thing as a traditional career path anymore, and there are certainly no jobs for life. So what are the options for today's aspiring managers and executives, the leaders of the future? In the twenty-first century digital age, careers are much more malleable, and the traditional career ladder has been replaced by the career roller coaster. A typical career path is now likely to have many twists and turns and feature constant change. Steve Preston, the Career Catalyst, shares 10 ideas to develop your career and manage the career rollercoaster. You will find additional details in the three audio files above.
1. Take control, become the architect of your own future. Personal leadership and knowing how to break through the barriers to career progression, or navigate the career transition maze have now become absolutely paramount. 2. Accept that your career might be better moving sideways, or even downwards. This is a significant shift to looking at careers – no longer as a ladder but as a roller coaster. A sideways or downwards move to acquire new skills or gain a new perspective could be beneficial for you in the longer term, especially if this means moving into a job or career that is more fulfilling and provides for better opportunity to become an expert or specialist. 3. Find an external perspective and support. Many organisations provide mentors and coaches. Some companies have formal mentoring programs, where you work with people in higher positions within the company. Professional coaching can always be a great benefit to you, help you unlock your potential, overcome any barriers to success in order that you can fulfil your talent and maybe fast track your progression. 4. Job shadowing, acting up, and secondment. For many people, these can be excellent strategies if you can find a suitable opportunity. If you know someone who has a job you aspire to and is happy to share their knowledge and experience, even for the day, then go for it.
5. Self-promotion. Modesty and British reserve make it very difficult for many people to blow their own trumpet, but if you don’t, then nobody else will. 6. Learn to manage your boss. Show real commitment. Your boss can be your best supporter if you help them become more effective in their role and make their life easier. 7. Acquire new knowledge and transferable skills. Study for a qualification. Grow personally as well as professionally. Positive people who are constantly radiating energy and looking to grow personally as well as professionally are a sought after commodity.
8. Build your network. Within the organisation, think about people who can influence your future. Developing your networks externally is equally important if you are looking to develop your career outside of the organisation or being well connected is a benefit to the organisation. Nowadays developing a good network, especially via LinkedIn, undoubtedly enhances your professional standing and personal brand. 9. Dress professionally even on business casual days so that you stand out from the crowd. 10. Deliver solutions not problems. Problem solvers get promoted or are head-hunted. Make sure that you become a problem solver, rather than a problem deliverer.
Recognised as 'The Career Catalyst'®, Steve Preston, author of ‘Winning through redundancy Six steps to navigate your way to a brighter future’ has transformed the lives of thousands of executives and professionals. A top career coach, Steve thrives on inspiring people to unlock their potential and fulfil their talent. His Career Catalyst website features breakthrough coaching and inspirational Career Development products. His company SMP Solutions, provides a range of Career and People Development services.
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Perspectives Perspectives Don’t Just Survive, Enjoy Your Work Find your strengths, put them to work and you are going to be happier, more motivated and increase your performance. Too many people hate their jobs, which I’m sure you’ll agree is a problem. Even if you quite like your role, there is always room for improvement. You spend most of your day at work, you chose a career, and you should enjoy it not just work to pay the bills. Of course, paying the bills is important but what if I told you, that it is possible to enjoy what you do to make a living? Sounds unbelievable? It’s not. There is a way you can make work a little bit easier and more enjoyable, which will work even if you already love what you do. Can you name your strengths? People usually struggle, we can’t help it, most of us think it’s an arrogant thing to do. But you should not be modest in this case. In August I took part in the 2015 Strengths Challenge designed to help people develop their strengths. It’s based on positive psychology so the focus is on personal growth and development, rather than finding and fixing ‘failures’. Everybody is a unique character and has different interests, skills, and of course, strengths. The key to living a happy work-life is to find things you are good at, those qualities that are distinctive to the individual, and use them. There are scientifically proven benefits of putting your strengths to work, here are 5 from the official site of the Challenge:
By strengths we mean something you are good at and enjoy. This description is from Michelle McQuaid’s book, Your Strengths Blueprint: How to be Engaged, Energized and Happy at Work. She and her team are the developers of the 2015 Strengths Challenge. You can have different kind of strengths, these could be good skills, talents, values. “So how can I discover my strengths?” you may ask. The first step in the challenge is to identify your strengths. Strengths are stable, yet we use different strengths and skills in different situations. You can easily build up your character strengths profile, discover what it is you’re actually good at and enjoy doing using the VIA survey. The VIA Inventory of Strengths is a psychological assessment tool designed to identify an individual’s strengths profile. It’s a free survey with 240 questions and the assessment ranks the 24 strengths in the order if their relevance for you.
Once you are familiar with your strengths you can start the challenge. It’s an 11-minute daily exercise to develop a strengths habit. Our habits run on the simple loop of cue - routine - reward. Everybody has 11 minutes a day to spare; and you can take that time to develop your strengths and turn a job into more than just a chore.
Pick one of the top five strengths from your VIA survey results that you want to improve. I took part in the challenge and chose my strength of creativity to develop further. Some people say you have to born as a creative person. I don’t believe in this, in my opinion you can improve your creativity just like any other skill. In the 11-minute exercise, in the first thirty seconds you cue the habit. A cue can be almost anything, such as a special time of the day, a visual trigger or a significant place. My cue was my lunch break, after I finished my meal. (And the same period when I practiced it at home on my days off.) Then you start to practice your strength for ten minutes. You have to come up with an idea that you think could be useful to improve your chosen strength. I decided that I would learn about different kind of projects on craft websites like Weheartit or Pinterest and watch tutorial videos of DIY projects on YouTube. Sometimes I was an eager-beaver and spent more than ten minutes with the practice. I think you just have to find a way to make that 10-minute practice fun. Find your spoon full of sugar that helps the medicine go down – as that wise woman, Mary Poppins has said. The final thirty seconds of the exercise are the most fun part, when you reward your behaviour. The treat can be emotional or physical, anything that produces a natural rush of the feel-good chemical dopamine. You deserve a nice latté or a short CandyCrush session. My reward was ten minutes of group messaging with friends. And that’s all, the eleven minutes are done. Based on scientific research. Easy. Fun. I feel more creative at work and enjoy challenges that require creativity. If you are intrigued you don’t have to wait till next year to start the challenge, you know the secret and can start right now. For guidance keep your eyes peeled for the 2016 Strengths Challenge. Ági Galgóczi is the Managing Editor of People & Purpose - the Positive Leadership Journal. You can contact her via e-mail support@peopleandpurposejournal.com or you can follow her on Twitter @galgiagi
5 of the Best… …Leadership blogs We believe that great leaders are made not born. We have brought together a list of 5 thought-provoking blogs which can give you ideas to develop your skills and guidance on your leadership journey. Dan Rockwell empowers you in 300 words daily. Enjoyable and makes you think, reading this blog could become an important part of your daily routine.
If you would like to focus on your personal leadership or selfdevelopment, this blog could give you some great tips and ways to motivate yourself.
This blog’s main focus is on helping managers to improve their leadership and team management skills, helping them identify the fulfilling purpose of their work.
Art Petty’s blog focuses on developing leadership skills by concentrating on professional presence. Critical thinking is also a central theme on this site.
This blog is aimed at leaders at all levels. Tips, lists, strategies to help managers to perform at a higher level.
+1 We could not complete this round-up without including Gordon Tredgold’s leadership blog. Hear more from Gordon in our interview.
Did we miss out an important and follow-worthy leadership blog? Tweet us your favourite ones @People_Purpose
Recommended Reads Positive Leadership: Strategies for Extraordinary Performance by Kim S. Cameron Presenting accessible, practical strategies based on rigorous research, Positive Leadership contains inspiration and insights into what makes organisations flourish and how leadership can drive outstanding results. Starting from an examination of what makes 'positively deviant' companies - those which produce extraordinary results exceptional, Prof Kim Cameron demonstrates the impact that positive leadership and virtuous behaviours have on productivity and financial performance. Leaders are reminded of the role we can all play in furthering 'the best of the human condition' through the practice of these positive leadership strategies:
Kim S. Cameron (2012) Positive Leadership: Strategies for Extraordinary Performance, 2nd edition published by Berrett-Koehler is recommended by Eszter Molnar Mills and available on amazon.co.uk and amazon.com
Words to toLead Live By By Words Pete Hamill, author of Embodied Leadership shares the best piece of advice he has received:
It is very hard to create a relationship with perfection. Many of us try to be perfect, we want to get it right, we want to do the right thing. It's probably embedded in heroic leadership, all the movies we see where people are great heroic leaders, and acting in wonderful ways. However when we form a relationship with somebody at any sort of depth, we form our relationship as much with their vulnerability as we do with their brilliance. It is very hard to form a relationship with perfection. This idea is really important, because I think it eases the pressure of trying to be perfect. In reality, we're all human, and therefore, we inherently distrust that perfection we seek in others, and it's our humanity that bonds us together. Find out more about Pete Hamill, his work and thoughts on leadership in our next issue.
People & Purpose is a service of Formium Development, a strengthbased leadership and organisational development consultancy in London, UK. The Journal’s Editor in Chief is Eszter Molnar Mills and its Managing Editor is Agi Galgoczi. 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 well respected internationally recognised qualifications in management and leadership from the Chartered Management Institute (CMI). Formium Development's aim is to help individuals and teams improve their performance and become more engaged and fulfilled within their work. Contact us: Website: www.formium.co.uk; www.peopleandpurposejournal.com E-mail: info@formium.co.uk; support@peopleandpurposejournal.com Telephone: 020 7416 6648 (International: +44 20 7416 6648)
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