It sometimes feels that a week doesn't pass without a high profile example of business falling short of the standards expected by customers and wider society. In light of the tax controversy involving one of our biggest banks that continues to dominate headlines - this latest poll perhaps comes as no surprise.
Put simply, the boardrooms of Britain's biggest businesses don't reflect the society they're operating in. And, as the BAME population - and their spending power - increases and organisations are increasingly asked about the make-up of their workforces by clients and contractors, this lack of diversity could potentially have huge impacts on their profits.
While fighting sadness, fatigue and pain over the past two years, Kate has written tirelessly about her friends, her family, her love of fashion; she's encouraged us to look at the devastating realities of Africa. She helped define who and how you can grieve if you don't know someone going through this intimately.
The charity and wider voluntary and community sector faces many challenges, most of which originate externally. However, I do fear that an unfortunate proportion (hopefully not too large a proportion)of these challenges are self-generated, and of these, it seems to me that far too many stem from within these organisations' executive and trustee leadership teams.
I work with a leader who is sloppy: a bit disorganised, he forgets things and at times drops the ball. He is also extremely successful and admired. The thing is, his sloppiness is interpreted (accurately) as big thinking and creativity. It occurs to me that I don't know any women in senior positions who are also sloppy and successful; that bothers me.
'Sustainable Leadership' seems to be the current buzz phrase in business. One definition of sustainability is 'conserving an ecological balance by avoiding depletion of natural resources'. What I understand this to mean is: don't take more than you need and behave in a way that benefits the whole, keeping in mind future generations.
The question is not whether we are leaders but what we are leading ourselves and others towards? Leadership is intimately bound up with narrative, and the work of developing leaders, if it is to be relevant, must concern itself with the wider context of the narratives we find ourselves in and those we are creating with every choice we make.
The root word of 'leadership' is 'leith' which means to cross the threshold, to let go of old ways, mind-sets and logic in order to embrace the new; a new way of attending to ourselves, each other and the world. It asks us to recognise the vitality of co-creating new ways of operating beyond the confines of pre-defined outcomes, and demands a metamorphosis no less from fear to courage...