Leadership, engaging or engaged ?

“It’s not just engaging others; it is equally as important to stay engaged yourself, particularly when leading major change.”

I found myself saying that recently to one of the directors of an organisation which launched a major change initiative just over eighteen months ago. The change was considerable, involving a change of leadership; of location; with new staff, many at senior level; and new ways of working.

Culturally such change was always going to be difficult. The attitude and behaviour of staff to any change, was always going to be challenging. Recent history bore the scars of a painful failure of leadership, to implement change effectively.

The simple fact is that change requires good leadership. Leadership which shares a clear vision of the future understands where they want the organisation to be. Leadership which has a clear and intelligent sense of what needs to be done to get there, and one which role models the the behaviours and values such a journey will need.

For the CEO this means not only being the catalyst of change; they should be the owner of the vision of the future. They need to be engaging and inspiring others to help co-create the strategies required to make it happen; but above all, they themselves must stay engaged.

All too often we see change initiatives fail because the executive fail to understand the time it takes for true cultural change to take effect. They move on to other things, in other directions; assuming that the reports, and busyness of the organisation means that everything is moving forward, in the right direction.

Leadership for change requires the Executive to be constantly visible; role-models of the future; leading by example; constantly taking stock.

The reality is that perhaps during this process the leaders need to look more closely than ever at themselves. Indeed perhaps they have to change themselves as much if not more than others.

Role Modelling Leadership Behaviour

Sitting on the train reading the paper, my eye caught a small headline about the Prime Minister of New Zealand, and as my youngest son lives there, I couldn’t help but read it. Apparently he had been very derogatory about David Beckham, and the press were recording this as yet another gaffe by a very outspoken politician.

Alongside the article was a photograph of David Beckham, flanked by The Princess Royal and Lord Coe, as they went out to try and win the Olympic Games for Great Britain.

Beckham looked immaculate, beautifully groomed, smartly dressed, confident, and obviously at ease; a perfect role model for today’s young man.

Role modelling is an all too often forgotten leadership responsibility; to be the very picture of what you expect, both visually and in terms of attitude and behaviours;  not just for today, but for the future: if you cannot be an example, and portray that person, how can you expect others to!

Time devoted to role modelling, to visibly demonstrate the behaviours of a leader in your organisation, is time well spent.

So ask yourself; do you portray a smart, well groomed image; presenting a professional manner, behaving with honesty and integrity, listening to people, treating them with respect; knowing when to be the team player, but retaining the right distance.

Regardless of gender , we all could perhaps reflect on the image of Beckham, who throughout the summer was often to be seen on our screens; polite, smiling, confident, calm, diplomatic, in control; I would be very happy if my leaders portrayed themselves like that !

Superstorm Sandy Engaging Leadership

Source: The Telegraph www.telegraph.co.uk

I was watching the news, looking at the destruction and havoc caused by Superstorm Sandy as it swept across the southern states of America; when there he was, President Obama, in his jacket and jeans running down the steps of Airforce One on to the tarmac in New Jersey.

This was not the normal, formal picture of the President; it was not even the image we occasionally see, of him off duty! This was the President showing the world and the American people, that he was in control, and that he was going to lead by example.

The result and the pictures that followed of him comforting ordinary people, said that here is a man showing that he cares, that he is committed to supporting people; that he is leading. The outcome was that even one of his most staunch critics, Chris Christie, Governor of New Jersey, could only look on in admiration and say “It’s really important to have the President of the United States here!”

The quality of our leadership, and the way we conduct ourselves as leaders, is a crucial factor in our ability to engage people; to create that vital emotional attachment to us as their leader and to the organisation we lead.

It’s engagement that motivates and energises people to do things because they want to, rather than to do them because they have to.  To want to give more, do more; go that extra distance. This isn’t rocket science, we all know this, but how often do we really think about our leadership, and the impact it has on those we lead. How often do we ask ourselves,  are our people engaged , motivated and inspired?  As leaders, let’s not forget that it is within our grasp, our responsibility, to do this.

The storm gave America the chance to see Obama being the President, and it looked good, it looked engaging, it looked inspirational.

Being the Leader – thanks Pastor Mullins

I always knew I listened to Radio 4’s Sunday Worship for a reason other than to sing along to familiar hymns from my past. As always I was half listening, my head full of ideas and reflections on the time spent in the week working with a group of senior NHS people, exploring with them the meaning of leadership in their context, and how to actually be the leader; when Pastor Barrington Mullins, from Brooks Bar New Testament Church of God, delivered his sermon. Suddenly I was listening, the sermon was all about leadership, and in particular what he called Spiritual Leadership!

He said….” It has to do with influence and example….all leaders are flawed and how people in the public eye act really does count.” He went on to identify the particular traits of those he called spiritual leaders…” not just dynamic power….it has the purpose of delivering service to others….a privilege and responsibility to benefit the lives of others….encouragement to the discouraged, support to those who are weak….to positively affect the lives of the people they encounter “ every day. In understanding these basic tenets, we can use them…. “as criteria to assess the integrity of all that we do.”

It struck me that as leaders, using the above thoughts as a means  to reflect on our own behaviours, attitudes and motives;  would be a good start to incorporating reflective practice on how we are leading!

Organisational Development

Bringing many years of leadership & organisational development experience to support OD

Organisational Development

Putting organisational  development at the heart of major change initiatives. Helping to co-create a leadership culture and environment. Creating the future, leading change and supporting the provision of leadership development throughout the organisation.

We design and deliver programmes and workshops that help and support the organisational development of a leadership culture; enabling leaders and senior managers to more effectively lead their organisation, create the desired future, to enable change; and to deliver the organisational imperatives. Focussing on areas such as:

Leading and embracing change

Successful change implementation; leading personal and organisational change; reviewing change readiness, organisational and individual; understanding others’ needs; impact of personal style; shared vision and purpose; morale and time.

Developing a leadership culture

Role modelling; leading the way; enabling and supporting leadership throughout the organisation; inspiring and motivating; engaging and empowering; using the collective intellect and cultural wisdom; building courage and resilience

To discuss your organisational development please get in touch

Coaching and Mentoring

Coaching and Mentoring CEOs and individual Board members – supporting them in maximising their potential to free their mind and develop their skills.

coaching and mentoring

Executive coaching and mentoring for those who face the challenges of leading organisations and senior teams.

We provide executive coaching and mentoring which is based on both theory and experience. All our coaches and mentors are highly experienced, having worked at board and executive levels in organisations and it is through their experience, knowledge and insight that they are able to:

  • Challenge and question
  • Support and encourage
  • Give guidance and new ideas

Working with and supporting individuals we enable them to:

  • Become more self aware
  • Make use of reflective practice to enable decision making
  • Look more closely at issues and opportunities
  • Develop their own decisions.
  • Enhance their leadership effectiveness

To discuss our coaching and mentoring support, please get in touch

Board Development & Top Team Engagement

Board Development – working with the CEO and the Board of Directors to free their thinking.

Board Development & Top Team EngagementOur Board Development programmes aim to focus the mind and break free from the prescribed norms.

Stimulating, challenging, exciting, responsible, dynamic, stressful, empowering, privileged, powerful; all these and more emotions characterise what it is to be working at the top of an organisation.

Understanding how to fuse together the collective talent, intellect and wisdom creates a positive future, enables organisational growth, breeds success, creates the belief that anything is possible. Ideas are shared, responsibility is collective, visions are conceived, teams are inspired and motivated, goals are achieved and reputations are grown.

Our board development programmes help boards of directors, executives and senior managers to do this by enabling and facilitating them to explore the nature of their leadership, encouraging them to look at areas such as :

Leading the Organisation

Understanding the challenges of the leadership role; engaging inspiring and motivating others; the importance of cultural signals; role modelling; shared vision, values and goals; challenging the norm; the importance of language and communication

Developing a ‘team culture’

Working with the personalities around the table; celebrating the differences; building resilience, responsibility and accountability; creating the environment wherein people feel motivated and energised; where individuals are encouraged to challenge; and where there is an atmosphere of mutual support; releasing the collective talent

Understanding the ‘politics’

The challenges facing the team; the impact of external influences; the individual pressures; the organisational and leadership imperatives; facing the difficult decisions and their impact.

To discuss how we can support your board, please get in touch

Our People

All our people have two main complimentary attributes. Professionally they are highly experienced having operated at board level, leading organisations and executive teams. Secondly they are highly trained and experienced specialists in facilitating leadership and team development at board and senior executive level.

The team are deeply committed to helping organisations to create dynamic, positive leadership environments and relationships, which release the leadership talent, capability and effectiveness of both the organisation itself, and its staff in particular.

Paul Winter, Director

Paul Winter

Paul Winter graduated from Bulmershe College, The University of Reading, and began his career as a teacher of English and Physical Education. He taught at various schools in England and Scotland before becoming Deputy Head at Wells Cathedral School and a Headmaster at King’s School, Worcester whilst still in his early 30s.

In 1982, Paul Winter was appointed as an Executive Director at The Leadership Trust.  He left in 1990 to run his own consultancy specialising in executive development and change management.

He returned to The Leadership Trust in 1994 as Chief Executive. During his time at The Trust he led the organisation through an extended period of growth; expanding both its range of activities and product portfolio, including the introduction of the Centre for Applied Leadership Research.

Paul left The Leadership Trust in 2011 and founded The Worldly Leadership Foundation.

Paul has brought the full remit of his experience to other positions that he has held such as Chairman of Hereford & Worcester Connexions, Chairman of The Teaching Awards Company Ltd, Governor of Worcester University and Chairman of Ready Steady Win Ltd (promoting young people in sporting excellence).

Paul is currently Chairman of Winston’s Wish, the UK’s leading childrens’ bereavement charity.

Donald Rust, Programme Development

Donald Rust

Donald is an experienced leadership and team building facilitator, delivering and designing development programmes for 26 years for a variety of worldwide organisations and has delivered leadership development on both sides of the Atlantic. His expertise is in the field of facilitating non-directed learning to boards and experienced business leaders, and is an accomplished designer and provider of development opportunities for individuals, teams and organisations – and brings both a creative and dynamic approach to facilitation and programme design. He has worked extensively with UK and international organisations to deliver real and purposeful change. He is also a director of a property business in Wales, providing communities with space for meetings and local activity. And, a director of Susila Dharma Britain a member of the SD International Association an affiliate of the World Subud Association, the UN and UNICEF. He is married and living in Wales with two children.

Emma Duncan-Moorwood, Administration

Worldly Leadership AdministratorEmma first trained and worked as a State Registered Nurse; experience that was invaluable, when in 2000 she became the Medical Co-Ordinator at The Leadership Trust in Ross-on-Wye. A role which required her to be very much client facing, and to be able to work with highly confidential and sensitive data.

In 2008 , she became a volunteer with Homestart , a national charity supporting young families. Following completion of her training as an Account Technician (AAT) she has held the position for the charity of Regional Treasurer .

In 2011 Emma joined the team at the Worldly Leadership Foundation, in the role of Administrator, where she is responsible for programme administration, participant communication, operational organisation, and budget management.

White Orca Data Integration SpecialistsTechnical Support, White Orca Ltd

Our technical support, including the training evaluation service, is provided by our partner organisation, White Orca Ltd. Click on the logo to visit www.whiteorca.co.uk or call 0845 3055 722


To contact Paul Winter about how our leadership development programmes, facilitation and support can help you please get in touch

Worldly Leadership Foundation

Board and Senior Leadership Development

Worldly Leadership Foundation - senior leadership development

We are a highly experienced associate team delivering executive leadership development programmes. Working together over many years we have helped and supported the senior leaders in organisations across all sectors. Working with the executives, senior managers, teams and boards to enhance both their own and their organisation’s leadership performance and effectiveness.

We are passionate about designing and delivering robust, resilient, senior executive leadership development interventions. We pride ourselves on ensuring that such engagement is business focussed, contextual, in the moment, and culturally aware.
Ours is a pragmatic approach, based on helping senior leaders and executives to turn theory into practice. We are proud of what we have done, what we have achieved; and the resultant individual and organisational growth.

Recent examples of our work include:

  • Over 3 years of on-going engagement, delivering executive and senior leadership development programmes, mentoring and support to top teams within Birmingham Community Health Care NHS Trust
  • Leadership and the Rule of Law Programme for John Smith Memorial Trust
  • Leadership and Change Workshops within the Civil Service
  • Facilitating leadership workshops within the HR function of Makhteshim Agan

Examples of our work in 2018:

  • “1-1 personal leadership MENTORING”… supporting individual CEO’s as they seek to hone and enhance their leadership skills in the workplace.
  • Working directly with the Senior Vice President, Human Resources, of a global materials company in leading the development and implementation of an HRBP culture.
  • Supporting one of the world’s leading “agricultural solutions company” by designing and facilitating “leadership” workshops to the GM and the Boards of “country” companies in Russia, Romania and Switzerland.
  • Working with a global organisation, to develop a comprehensive leadership development programme which will not only build and develop leaders and leadership throughout the organisation but will inspire and retain key leaders and talent

To discuss our leadership development programmes please get in touch.