Leadership

We help you to be a better leader.
Today’s organisations need leaders at every level in the business and creating an entire culture of leadership is essential.

The Eleven Big Questions Leaders Ask Themselves

The most successful leaders answer these questions:

How can we avoid getting stuck on the same things?
How can we try out a completely different way of doing things, safely?
How can my leadership team work together more effectively?
How can we change our bad habits into good ones?
How can we grow better leaders at all levels?
How can we develop our business model to be fit for the future?
How can we move the business from good to great?
How can I get the thinking I need, exactly when I need it?
How can I change the mindset of the organisation?
How can I engage everybody in building a better business?
How can I find the right person to talk to, in confidence, about the things that are worrying me most?

If you cannot answer one or more of these questions, we can help you.

The Cambridge Strategy Leadership Model

Our leadership model which outlines the six key components of being an effective leader.

01

Leading From The Side

The best leaders do not lead from the front. They lead from the side, aspiring to be leader-coaches bringing out the best in their teams.

To lead well you must know what you are great at and compensate for your shortcomings with your team. This preparedness to show everything you are, including your weaknesses, is especially important in moments of crisis when a strong directional lead is essential. Leaders must work with the truth of who they are and welcome their team stepping up as equals.

Modern leaders cannot have all the answers. They don’t need to be the smartest person in the room. Because life is so complicated leading can no longer be based on issuing expert instructions. Command-and-control is no longer strategic, it is tactical.

02

Vision

In a world of constant change and increasing pressure, the most successful companies use their vision to align their people, focus their energies and maximise their effectiveness. Whilst working with vision is second nature to many top-performers, some struggle to integrate vision-led thinking into their existing departmental skills.

03

Values

As a leader you must embody your most deeply-held beliefs and be the exemplar of what your organisation stands for. Your organisation must live its values or their currency will weaken rapidly.

The leader’s personal relationships within the organisation need to be deep and one-to-one. For very large organisations this is difficult. Therefore, having harmonious personal and organisational values is powerful. Employees will feel a personal affinity with the CEO when they share her or his values.

When individuals feel they work for organisations that lack an ethical framework, they become distanced from the goals of the organisation. No leader sets out to create a values-free environment, but the pressures of business can separate behaviours from beliefs.

04

Presence

Effective leaders energise the people around them. They use their own fears as a wellspring of leadership thinking. These are ‘tremble moments’, when they don’t know what awaits them, but are certain they’ll be able to work out an answer with their teams. They rapidly signal change and generate self-belief in others that they can overcome obstacles.

Fun is strategically important. When people are enjoying themselves, they are more likely to do good work. Having fun is when you experiment and learn. Fun takes away the barriers to experimentation and keeps energy high when dealing with problems and setbacks.

05

People

Being trusted by the people you lead is the fundamental challenge of leadership. Technical skills, personal success and high energy are never sufficient on their own.

Good leaders feel a huge weight of responsibility for their immediate team and all the people in the organisation. This mutual trust is the catalyst that enables employees to go the extra mile.

06

Performance

Acting decisively in uncertain times marks out leaders from followers. But becoming autocratic ultimately causes failure. Effective leaders must create and maintain drive within an organisation by providing strategic clarity and bringing out the best in the people around them.

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