Secret to great leadership


We asked April’s contributors to Director magazine for their secret leadership tool. Here’s what they said…


_3068-31Simon Walker
Director general, IoD
One of the most effective leadership tools is an ability to listen. Only through listening to the different perspectives and opinions of others can you arrive at an informed decision. It’s easier to persuade people about the merits of your own perspective than it is to ride roughshod over theirs. It’s about diplomacy as much as compromise.
Read Simon Walker’s latest column here

Interview_Robert Senior_April15Robert Senior

CEO Worldwide, Saatchi & Saatchi
I’m at my best when I create an enemy in my head, like an inner critic. It could be somebody from the past or somebody who said it couldn’t be done. If somebody told me something was impossible, that’d be the thing to catalyse me. This helps focus the mind. Also, when delegating or managing, make sure you have precision of intent.
Read our interview with Robert Senior


Karen-Mattison---clock-imageKaren Mattison
Joint CEO, Timewise
Connecting great people to each other. It’s thanks to this, that I have been able to build a challenger brand over the last 10 years. Timewise is an all-encompassing recruitment business, whose main focus is connecting the best flexible talent to business. Connecting people is our lifeblood. What’s more, I personally enjoy forging these networks too.
Mattison says part-time directors are the shape of things to come. Click here


Richard-Bowden-Doyle-2Richard Bowden-Doyle
Chairman, Neilson Active Holidays
Other people. I’d like to think that through most of the successful periods of my career, I’ve been good at putting skilled teams together with my role typically being the grit in the oyster. Other tips on getting the best out of people? Using the underlying orientation of ‘yeah, we’re doing quite well but we can do better’ works well.
Bowden-Doyle offers advice on a buy-in management buyout 


iqbal_0047Iqbal Wahhab
Founder, Roast, and Director columnist
I openly blame myself in front of colleagues if something goes wrong. I’ll say something like, ‘I don’t know why I didn’t spot that earlier’ and they will reply saying that it was really them who should have. Telling someone off only relieves anger, whereas shared ownership of a problem makes it less likely to recur.

In his column this month, Wahhab says there’s no success like failure

Dr Stephen Castell

Chairman, Castell Consulting
Laughter and love are important. Never forget to carve out some time for yourself, plus the time spent in reconnaissance is never wasted either. But above all, I adhere to Castell’s team motto: The sharpest sword is forged in the fiercest flame. Welcome the discomfort of argument, the conflict of ideas and destroy shoddy assessments.
Read Castell’s advice to a young entrepreneur trying to maintain effective leadership while growing his business internationally


About author

Richard Dunnett

Richard Dunnett

Richard Dunnett is an associate editor who writes about entrepreneurs, SMEs, FTSE 100 corporations, technology, manufacturing, media and sustainability.

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