In good company, 'Humanise' reviewed by Training & Development magazine, along side Dr Jenny Brockis 'Future Brain'.
Business and government leaders need to answer some fundamental questions. Do we want a society based on economic models or on meaning and purpose? Do we want a society that puts people first or puts profits and economic performance first?
These are questions of leadership, since leaders create the environment in which business and government operate.
Human-centred leadership offers a way forward, since it puts people first and does what is right for people. Unilever’s Paul Polman insists business cannot prosper in a community that fails in a human-centred approach.
Anthony Howard talks on the leadership lessons from the risk takers.
Paul Polman, global CEO of Unilever, knows it. So, too, do other leading CEOs: the key to their success is putting people first. Anthony Howard outlines how a human-centred approach to leadership does not need to be ‘fluffy’ or risk averse
Becoming a CEO doesn’t mean you also become a good leader. In earning the new position hopefully you’ve proven your leadership capabilities, but we all know this isn’t always the case. No two people lead the same way and yet there are a handful that we could consider great. So what makes a good boss and a great leader?
THE ANCIENT GREEKS BELIEVED THAT A ‘GOOD LIFE’ was a life of human flourishing, and that the key to that was the practice of good habits, or doing the right thing in order to become the best person you can.
Why does this matter for leadership? Because leadership is fundamentally about a relationship with other people – it is human-centred – and helping those people become all they can be. This suggests three key insights that can help you become a human-centred leader.
Amidst a backdrop of unprecedented change, human-centred leadership offers the best possible model for navigating the complexities and challenges of the immediate 21st century, writes Anthony Howard