From 600+ conversations with the world’s leading thinkers.
When Putin invaded in February 2022, we made the mistake of thinking that Putin's of this conflict would be one made by a 'reasonable person'. There are some very worrying elements of intelligence suggesting he has been very seriously out of touch… isolated from reality… and that he's only listening to those telling him what he wants to hear.
It's about the pursuit of a vision. It's about being brutally honest each day. It's about truly understanding the role of housekeeping versus the relationship with your customer.
If you're going to be a city of love and compassion, you're going to have to develop economics infrastructure, capital planning and job creation policies, complementing them with education.
Our brains are adapted to pick leaders based on characteristics that are no longer adaptive, or necessary today. In times of crisis, we are wired to gravitate towards strong men – strong males who are overconfident and speak of solutions in simplistic terms.
individuals throughout an organisation are usually far more passionate and committed to the organisation than in most for-profit companies
From day one, we said that we wanted to create value, create impact, and create inspiration. We're not going to build a business that just creates impact—we're not a nonprofit. We have to create value. As long as we're doing all three, we're never going to lose.
The story is told sincerely, but the cumulative effect is misleading – a subconsciously organised trick.
I am a proud Jamaican who can run fast and make people smile. I try to be myself whether I am hanging out with my friends or on the world stage. I try to enjoy life and treat people with respect.
To be the CEO of a company, particularly of a B Corp, you require a set of transformational skills and the ability to think broadly, and over long time horizons. You need to be able to consider the interplay and interdependencies between the business and its various stakeholders.
Self-awareness—the ability to emotionally self-regulate, which is the number one skill of the world's best negotiators. It's about tapping into your red centre and asking, 'What's really showing up for me right now?' It's about recognizing your biases, unhelpful thinking, or negative intentions.
No-one is perfect. In fact, we are perfectly imperfect. When we do the self-reflection work to reveal who we are, everyone has bad and ugly in them and we may not like what we see, but that's what healing and doing our work to grow as individuals and as leaders is all about.
The power is amazingly concentrated in Whitehall with very clever technocrats who go into it as their first job. Then they're assigned, aged 24 or 25, things like planning bus routes for Manchester. At the moment, the basic principle in the Treasury is that whatever you do, don't give money to local governments because they will squander it.