Possibly the best book I have read over the past few years has been Doris Kearns Goodwin’s “Team of Rivals” about the political genius of Abraham Lincoln. Those who saw Doris talk about it at the Hay Literary Festival were spellbound. I began it one morning and became addicted to it, picking it up at every possible opportunity until I had finished it – and it is long. Then I began it all over again. Why? Quite simply, the book is long because it needs to be. She draws together the whole cast of characters that occupied the political stage in the years up to and including the Civil War, ultimately ending on the death of Lincoln with a postscript detailing the responses of those who had been his enemies, to his death – his rivals. These rivals had been the other three contenders to become the first Republican President of the USA. In victory, caused by the fact that he was the preferred second choice to each of the other three much more famous and favoured candidates, none of whom could muster the necessary majority – he invited them to join him in his cabinet. Thius the Team of Rivals was born.

What is so riveting is that they all despised this hick from the sticks, this self taught lawyer from humble origins. They despised him because he said he wanted to abolish slavery, but would not immediately do so. They despised him because he put his faith in what he saw, not in the assertions of special interests. Thus he would during the Civil War promote Ulysses Grant to become commander of his forces when he had previously been demoted for insolence and was a famous drunkard – yet he was a brilliant strategist. Lincoln was extraordinary. Against the wishes of his generals he sat in on all court martials that might have ended in an execution. To paraphrase him he said he would not countenance the execution of a man whose legs got the better of his heart, because he himself understood the instinct and wouldn’t create a widow or a mourning mother for the crime of desertion. The only executions he allowed were for deserters who had killed or wounded comrades in an effort to protect their skins. Everyone accused Lincoln of not understanding soldiers, but he did. They loved him for his humanity. On slavery too, he took it slowly, he needed the people to be ready for its abolition. He wouldn’t bow to the ideas of the educated Washingtonians. He said and I paraphrase again, that a man finding a snake wound between the limbs of his sleeping children would hesitate to beat it to death. He should wait until it was out in the open. His better educated rivals used analogies from the classics that ordinary folk didn’t relate to. Lincoln’s genius lay in understanding the people. I cried when I read the letters in the postscript where his rivals expressed their sorrow at his passing and acknowledged his greatness for understanding what they did not.

I write this because the question of how leaders judge the pace of change depends on what sort of leaders they are. Those in business divide into two camps. Those who see creativity as a series of iterations that deliver a range of products that are destined for obsolescence within a fairly short period of time, thereby guaranteeing them of an ever changing and growing market, or those who are game changers. These are the men and women who don’t respond to change, they make it and the world of  the Internet and its close cousins would be a first port of call. However, if we move away from business to explore the arena of politics we face a very real conundrum. Most of the great leaders of the past would not have survived the constant interrogation of the modern media and the Fourth Estate now so dominates opinion that a career is made or broken on satisfying the demands for reaction or action from the leader writers (what an ironic title that is). This response argues against any form of strategic leadership vision emerging as the passion for it is soon overrun by the need for the spin of it closely followed by the defence of it and ultimately a retreat from it. The status quo, like treacle keeps editorial writers in business.

So…only great leaders, or should we say informed leaders can effect or respond to the pace of change. Obama sensationally mastered social networking and funding mechanisms to become the first Afro-Caribbean President, his hero? Lincoln. It is fascinating to see whether his timing is genius or his downfall. Will America come to love his healthcare revolution before the time for re-election? The thing about change is that most people don’t like it until it has happened. Its anticipation is stressful even if after the event everyone wonders what the fuss was about.

I prefer a model which depends on presenting a new situation as if it is a response to an already voiced need and wrapping a narrative around it that makes the proposition sound like a natural extension of what has been said or done before. For me, as a Dutchman looking out on Britain, my adopted and much loved home, I feel a terrible anxiety that leadership today is incapable of the leaps of imagination that could conceive of our greatness once more. Not in an Imperial sense, but in the meaning of embracing a vision of what our future might be and what the first steps towards that might be. It brings on a deep melancholy when I think of two of Britain’s greatest assets, The BBC and Royal Mail, solid gold yet slightly tarnished and in need of a polish and some love resisting the onslaught of barbarians who cannot see how irreplaceable these things are or how much more precious and relevant they could yet become.

Leaders who survive ask themselves on a regular basis, what could destroy me and explore their weaknesses. The vain and inadequate die through inaction, the successes develop a story which they believe and their colleagues believe, because when you really believe it and the story makes sense you walk differently and your eyes have a different fire to them. No one really judges the pace of change, because that can only be done in hindsight as a post hoc rationalisation. Those that come through it best have some things in common though. They understand what their values are and what is not for sale. They do not fear being disliked and they are honest and possessed of an ambition to be as good as they hoped to be when they were young. Most of all they can master the knowledge that open minds need to be kept open and that certainty of outcome is never assured, but swiftness of response and a pirate grin can turn mistakes into opportunity. Ultimately I would have to say that the great leaders I have met, become part of the change through a strange osmosis which is down to the fact that they can only be successful doing what they believe in and understanding how to tell that story in a compelling way which makes us want to join them or buy things from them!

So…back to Lincoln. He listened to the people, he was of the people, he had known hardship and was unimpressed by wealth or the sycophancy of others. How many of those have we got and how can we make some more?

Written by Tim Smit, Chief Executive (and co-founder) of the Eden Project.

Common Purpose

Common Purpose gives leaders the inspiration, the knowledge and the connections they need to produce real change. Through our unique leadership development courses, a growing number of people around the world are making a difference in the industries and places where they work, in the communities where they live and in wider society.

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Tariq Jahan is an ordinary decent man, not a community spokesman or a ‘professional TV man’ but a father in mourning for his son. But what he has demonstrated is that leadership is not always exemplified by your position or the brass plaque on your door; no number of street walks by politicians could have quelled the violence as  he did. Tariq Jahan exemplified the greatest universal characterisitcs of leadership of integrity, dignity and moral courage. In his darkest hour he truly led beyond authority showing to us our common humanity as a beacon of hope. In so doing he became an unlikely hero and showed the very best of Britain as a credit to his community and his faith.

This guest post was written by Wakkas Khan, Council Member of the General Dental Council.

Common Purpose

Common Purpose gives leaders the inspiration, the knowledge and the connections they need to produce real change. Through our unique leadership development courses, a growing number of people around the world are making a difference in the industries and places where they work, in the communities where they live and in wider society.

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Corporate Social Responsibility (CSR) is a term that’s been thrown around for a few years. Some leaders get it. The majority don’t. Yet the economy is crying out for a new era of ethical leadership.

I believe leaders can become change champions when they marry the challenges faced by local communities and the developing world; with the increasing number of employees wanting to invest their time – and their career – in organisations that have a social and moral conscience. No longer are talented individuals simply looking to work their fingers to the bone and burn themselves out for leaders who are geared towards making as much profit as possible to line the pockets of the wealthy few; the board, stakeholders and shareholders.

Employees are now seeking out employers who feed their soul and make them feel proud to stand tall in their career. They want a job that gives meaning to their life.

Leaders need to open their eyes to the world of possibilities CSR provides, where they can really link employee engagement and performance management to their vision, and ultimately, positively impact their bottom line. A healthier engaged workforce, high retention and low sickness and absence rates saves vast amounts of revenue and even fuels profit because staff productivity increases. Leaders would be foolish to ignore the longer term benefits of CSR.

Who does it well? Turner Broadcasting

You only have to look at the likes of Turner Broadcasting, which empowers its staff to take part in all sorts of volunteering projects. They see the effect it has on employee morale: no one wants to leave Turner.

Employees at Turner are given the opportunity to change peoples’ lives and make a real difference within their own community or within a third world country. The organisation is not seen as a corporate machine, but as a force for good and a company with a heart.

Partnering with social enterprise

Leaders need to investigate which social enterprises in their area they could lend their support to, which charities they could get involved with, and how they can open up new doors for their employees to engage with new partners – where they can bring social benefit, and to also further their own career by learning new skills while broadening their minds at the same time. Making a difference is rewarding but can also be a life changing experience for both employee and the person or community they are helping.

Most importantly, leaders can construct their organisation to be built on a moral code that taps into the various passions of its employees and where leaders can demonstrate their value and willingness to help address some of the wider societal issues; such as tackling poverty, providing hope to others in need – ethics that everyone can buy into and share. This creates a happy, motivated and loyal workforce while also giving back – everyone has purpose. If every leader of an SME through to a large organisation embraced corporate social responsibility, think of how much good work could be achieved and how many lives improved. We would be a richer world in terms of spreading goodwill and humankind. Following the catastrophe of the banking crisis and MP expenses scandals, the time has come for change. It’s here, it’s now.

Common Purpose

Common Purpose gives leaders the inspiration, the knowledge and the connections they need to produce real change. Through our unique leadership development courses, a growing number of people around the world are making a difference in the industries and places where they work, in the communities where they live and in wider society.

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Common Purpose International Director, Adirupa Sengupta

Last night I attended the Asian Women of Achievement Award at the London Hilton. I was shortlisted for the Social & Humanitarian Award…and thrilled to be, but also completely in awe of my contemporaries and other nominees.

The whole room sparkled. And I’m not just talking about the big chandeliers or the glittering array of saris. The intellect, determination, humility and courage that had driven all of these incredible women in every category was nothing short of inspirational.

They were also beautiful. In many cases they were mothers, in all cases daughters, and they made mention of partners, sisters, friends and colleagues as they took the stage to accept their award. They had not lost their heart, their humility or their love for life as well as work to achieve what they had – although they had made considerable sacrifices of life’s pleasures along the way to get there. They were unashamedly women, as they should be, who felt compelled to be leaders.

It made me proud just to be there, let alone to be in the running with the likes of other social and humanitarian candidates. The winner in my category, Yasmin Halima is the director of the Global Campaign for Microbicides. An incredible woman. Yasmin is standing up and gaining stronger civil society engagement on policies, regulation and research for HIV prevention. Her efforts will engage people from around the world on this issue and save the lives of many people around the world. Saying ‘congratulations’ to her for winning this award just doesn’t quite cut it.

The face, voice and spirit of the award is without question Pinky Lilani. She said of the winners: “Highlighting their achievements is vital in inspiring women of all ages and cultures in the UK to take the reins and make their mark, whatever their circumstances”.

I agree with her wholeheartedly, but with one exception. I think the efforts of all the women who were recognised last night are an inspiration for people around the world.

Adirupa Sengupta is the International Director of Common Purpose. She was shortlisted for the Asian Women of Achievement Awards in recognition of her work to establish the charity’s leadership development courses in Ghana, Turkey, South Africa and India. She has also spearheaded the About Time campaign, which aims to increase  diversity in public appointments.

Common Purpose

Common Purpose gives leaders the inspiration, the knowledge and the connections they need to produce real change. Through our unique leadership development courses, a growing number of people around the world are making a difference in the industries and places where they work, in the communities where they live and in wider society.

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Tonight I presented the CHANGEit award at the Ministry of Sound in London.

We don’t often hear of the positives that young people bring to society as we are constantly surrounded by negative messages and stories in the media about young people today.

For that reason, I really am excited to have been a part of the ceremony for 2010!

I have been extremely inspired by all of the campaign ideas I have seen at the CHANGEit award.

It is extremely comforting to know that we have so many 11-18 year olds in the UK that care so much about the world that they live in and want to make it a better place for everyone.

What has also impressed me is that vast array of campaign ideas that were in the running and have been proposed this year. There were over 120 initiatives – so 890 people – that submitted ideas for this year’s awards, which shows that we have some very passionate and determined young people in the UK that are definitely going to make great leaders of the future.

Common Purpose

Common Purpose gives leaders the inspiration, the knowledge and the connections they need to produce real change. Through our unique leadership development courses, a growing number of people around the world are making a difference in the industries and places where they work, in the communities where they live and in wider society.

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Today, South Africa is celebrating this historical moment and the legacy of its first black and democratically elected president, his role in ending apartheid, and the immense change this meant for the nation.

Now 91 years of age, Nelson Mandela is regarded throughout the world as one of the great leaders of all time.

So what makes Nelson Mandela a great leader in the minds of so many – irrespective of nationality, race, creed, sex or age? These leaders at Common Purpose have shared their thoughts…

Dr Elsbeth Dixon, Chief Executive Officer, Common Purpose South Africa:
“Nelson Mandela embodies great leadership. He set an amazing example by living his life by very high standards of humanity: forgiveness, reconciliation, vision. He was able to unite people (very divided people) behind a vision which excited a whole nation, if not the whole world. He was, by all accounts, not a great manager, but surrounded himself with those who could take care of that function. He understood what the priority was – a unifying vision, and devoted his attention to that.”

Julia Middleton, Common Purpose founder and Chief Executive, Common Purpose UK:
“He spent years unwasted because he sorted out his own demons in his own head and that meant that when he came out, he was a leader who could rise above the notion of ‘me’. So few of us as leaders can do that, and that’s what limits us.”

Alison Coburn, Chief Executive, Common Purpose International:
“Because he was able to rise above his personal pain and loss to reach out to the other side. And to hold the line on that through all the difficulties of founding a new nation.”

Frank Truemper, CEO, Common Purpose Germany:
“He is a martyr who can forgive and a strategist who thinks with his heart, too.”

Adirupa Sengupta, Head of International Development, Common Purpose:
“What inspires me about his leadership is how he dealt with and led the entire ‘truth and reconciliation process’ when he came to power. Leadership is about legacy – what you leave behind – and I can’t think of a leader with a stronger legacy than Mandela.”

Jackie Butler, Chief Executive, Common Purpose Ireland:
“I admire Nelson Mandela so much for the dignity he brings to role of a leader.  Operating on the world stage, he appears to effortlessly reach, accommmodate, represent and inspire such an extraordinarily diverse range people from across the world that we all ultimately share.  It is how he has so graciously born this responsibility, with all its attendant power and influence, that truly inspires me.”

World news round-up on the 20th anniversary of Mandela’s walk to freedom:

• TimesLive
• iafrica
• News24
• BBC World
• ABC
• Telegraph
• CNN
• Forbes
• Sky News
• Guardian
• Guardian – South African voices
• Independent
• BusinessWeek

Common Purpose

Common Purpose gives leaders the inspiration, the knowledge and the connections they need to produce real change. Through our unique leadership development courses, a growing number of people around the world are making a difference in the industries and places where they work, in the communities where they live and in wider society.

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Projected cuts to universities mean fewer places and a brain drain of teaching and research talent, and The Prince’s Trust has also released a report: ‘Britian’s Lost Talent’ – projecting a fairly bleak outlook for emerging talent across the board.

A university education isn’t mandatory for success or for leaders to thrive (it helps), but it is not a positive sign when overall investment in learning, knowledge and developing future leaders becomes a recurring thread in public debate.

Personnel Today reported in January 2009 that the Leitch Review of skills was criticised for being unrealistic and only four months later, reported on the UK Commission for Employment and Skills (UKCES)’s findings that the Leitch Review targets were potentially ‘doomed’. In the May 2009 article, Mike Rake, chairman of the Commission, is quoted as saying: “The key to our economic renewal is to invest in human capital now – to deploy energy and resources in building the UK’s skills base.”

There is no doubt that a failure to continue to invest in education will impact on wealth creation and social mobility in the UK. There is also no doubt that a volatile global market in general is making projections of how much the UK can invest in its future talent a little jumpy – to say the least.

Going on today’s mood, however, it’s a grim outlook for the development of the UK’s future generations. It is troubling to think that the UK might not invest in knowledge creation at a time when it needs emerging leaders and increasing talent more than ever.

Mark Spelman, Global Head of Strategy at Accenture, wrote an interesting Viewpoint for the BBC from Davos last month, which highlighted the need for a different perspective on skills – and for current (never mind future) leaders to learn some new tricks.

So perhaps the question should not be where and when our future leaders will learn – but how they will?

Manpower Inc. chairman and CEO, Jeff Joerres (a member of the Global Agenda Council on the Skills Gap) outlined four key trends that will impact global talent and skills at the World Economic Forum. These were:

• Talent mismatch
• The issue of supply and demand for rare skills and retaining unique talent
• The need for innovation, value and efficiency to ensure sophisticated levels of customer satisfaction
• Technology impacting organisations’ agility and ability to innovate

The World Economic Forum website features a helpful outline of the panel discussion ‘Skills Creation: The Future of Employment’. Perhaps there’s room for a rethink of what kind of learning and leadership development will require investment.

One thing is for certain – flexibility will be key. Our future leaders and talents will need to have the ability to develop relationships, work across multiple sectors and cultures, and adapt to change in order to succeed.

Common Purpose

Common Purpose gives leaders the inspiration, the knowledge and the connections they need to produce real change. Through our unique leadership development courses, a growing number of people around the world are making a difference in the industries and places where they work, in the communities where they live and in wider society.

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I like people staying over because it gives me a chance to catch up with people. As happens our conversations covered mutual friends, family members, life, and work. I want to talk about the work conversations because they have all been about leadership. Maybe it’s the nature of the work I do, or maybe it’s just the latest issue, but it has been a common theme.

Nearly everyone I have spoken to is frustrated at work. No wonder, the recession means that everyone is doing more with less. That combined with the fear of losing one’s job; the desire to develop; frustrations with management; and the feeling of being trapped – have made for some unhappy friends.

Like my friends, I would imagine lots of people see something that needs to change, but they can’t bring themselves to step forward and lead. The excuses vary – I am not paid to do that. I don’t make as much as_________. That is not in my job description. Isn’t that my boss’ job. No one cares what I have to say. I tried and it didn’t work. No one else cares.

Being a leader involves accepting responsibility for something whether you have to or not. It is a big test. Here are 5 barriers that stop inexperienced leaders from stepping forward:

Recognition – Being a leader means seeing your success differently. You cannot look for rewards and congratulations; because they may be few and far between. Good leadership is always recognised, but the way you are recognised is likely to be different than it was when you simply did a good job. Being a leader does not mean that people are going to congratulate you for a job well done. Recognition for being good leader can often come in the form of increased responsibility; people sharing their challenges with you; and an increased understanding of the bigger picture. These can all add to your stress as a leader, but leading shouldn’t be about recognition. A leader’s job is to recognise others and know what their personal impact is.

Butterflies – Before speaking in public many people get butterflies in their stomach. The same is true when stepping forward to lead. The questions people ask themselves are often the same: What am I going to say? Why would anyone listen to me? What if I don’t have an answer? In my experience, butterflies are healthy, they demonstrate? Are evidence? that not everything is known or guaranteed. Having butterflies in one’s stomach makes sure that you keep your feet on the ground. Too often fear causes people to hug a tree and then they go nowhere.

Not Knowing – Not knowing puts you one step closer to learning. If you think you know something, you are less likely to try and learn. But somewhere we’ve been taught that leaders should know everything. Some of the best leaders I have met are not experts in their field. They let the experts be experts and they get on being experts in building relationships and supporting others. However, it takes practice to admit when you don’t know something and too often we don’t practice this enough.

Entitlement – “I’ve done a good job.” And “I work harder than everyone else.” And “They can’t do this to me.” Are all phrases that pepper conversations with friends. It is true that we have specific rights. It is also true that the world is not always fair or just. To be a leader you have to be willing to let go of your feelings of entitlement. The world will not always play by the rules and treat your fairly. You have to accept this and move on.

Failure – Who likes to fail? Not me. I remember being told when I was younger that “you don’t know until you try.” It is true, you’ve got to try in order to fail; you also need to try in order to succeed. Failure takes a personal toll that is difficult to cope with, but it is also essential for learning. Occasionally the price of failure is catastrophic; more often our fear makes the consequences larger than they appear.

Ethan Ohs

1) What are you most inspired by right now?
2) What’s the best piece of leadership advice you’ve ever received?
3) Why is it key to connect with other leaders?
4) Why should we be led by you?

Join in and share your own answers either on the live blog at the link below or via Twitter conversation with @CommonPurpose. By the end of the day, we hope to have compiled a terrific resource of advice, thought provoking insights and a bit of inspiration.

For a quick look at who some of today’s speakers are, visit www.commonpurpose.org.uk/masterclass

Common Purpose Exploring Leadership Masterclass

Common Purpose

Common Purpose gives leaders the inspiration, the knowledge and the connections they need to produce real change. Through our unique leadership development courses, a growing number of people around the world are making a difference in the industries and places where they work, in the communities where they live and in wider society.

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Blogging on Leadership
Center for Leader Development
CEO Blog — Time Leadership
Coaching Tip: The Leadership Blog
Dispatches from the New World of Work
Extreme Leadership
Great Leadership
Leadership Turn
Leadership, what is it?
LeaderValues
Leading Blog — Building a Community of Leaders
Learn This:
Management Craft
Mick’s Leadership Blog
Say Leadership Coaching
Slow Leadership
Survival Leadership
The Leadership Blog
The Leadership Evolution
The Practice of Leadership
The Recovering Leader
Unleashing Your Leadership Potential
Wally Bock’s Three Star Leadership Blog
Zinger On Strength-Based Leadership

Do you know of any great leadership blogs that are missing from the list? If so, please us know.

Common Purpose

Common Purpose gives leaders the inspiration, the knowledge and the connections they need to produce real change. Through our unique leadership development courses, a growing number of people around the world are making a difference in the industries and places where they work, in the communities where they live and in wider society.

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