…in four short columns in the FT he summarises what good and poor leadership is. He is writing about David Cameron, but his summary is wholly applicable to business leaders: the need to articulate an objective; the unsatisfied demand for leadership and the importance of aspiration…”the mere fact of having a direction, whatever it is, could be galvanising”. My only quibble is that he writes that “the idea is to clarify not what he [the PM] stands for….but where the country is going”. I disagree. It’s difficult to set direction unless you know what you stand for.
….for a client with a global legal team. The challenges facing in-house counsel have not abated since their surge in status after the global financial crash. The function is still evolving. My view is that many in-house teams need to reframe their relationship with “the business” and to renegotiate their internal SLA. Only from this new clear contracted position can needed changes in leadership behaviours amongst the in-house teams, within “the business” and how they interact with each other can be brought about, successfully and sustainably.