The social sector's moral authority was once its greatest strength. Now I believe it has become one of its greatest weaknesses. The belligerence that comes from self-righteousness may have got us to the top table in business and government. But now it is what stops us building the new creative relationships and ideas that can embed the systems change we need.
For many of us there are only rare moments in which we do not think at all; when we are engaged in sports or indulged in a concert, for example. Besides these moments, the rational mind dominates the scene, one thought after another, until we fall asleep at night. In worst cases it even persists and keeps us from falling asleep.
They say it's lonely at the top, and while I wouldn't necessarily agree with this (true 'alone' time is something of a rare pleasure these days), working relationships certainly become a more complicated issue the more senior you become. Add being a female leader to the mix, and the line one has to tread between 'boss' and 'friend' to all can become more complex still.
What a lot of observers are missing, supporters and "Milibashers" alike, is that the measures Miliband has announced are forming a narrative of leadership in the Labour Party... Miliband has spent the past three years having his credibility as a future prime minister questioned, and he's only just now mounting a concerted challenge to this hostile narrative.
Recent years have seen rising concern about the relative absence of women in leadership, with businesses being urged to acknowledge the benefits of a 'female' style of leadership. So what are the effects of such stereotypical views of leadership traits? And are they detrimental not just to women, but to men - and to organisations?
Irrespective of whether Hollande was involved in another relationship or not, for I am not here to cast judgement, the question of integrity is one to raise on the basis of Hollande's choices to hide behind and use as an excuse French cultural ways, rather than stand as a true leader and be completely transparent.
Finally it's happening. You're on stage. Under the lights. Staring out into the audience. A conference of hundreds. A sea of faces, each focused on you, hungry for your insights, primed for your wisdom. You smile and your gaze drops to the autocue. It's dead. The carefully crafted words locked away and, in the panic that washes over you, completely irretrievable from your mind...
I doubt Michael Cimino has ever watched a game of cricket in his life - nevertheless the Oscar-winning director who imploded in a fireball of arrogance, sycophancy and self-obsessive control-freakery more than three decades ago is the perfect mentor for England's beleaguered cricket captain, Alistair Cook.
I tried an experiment when I took to the stage to give a talk on "failing to relate authentically" at this year's TEDxBristol. After walking on boldly (or as boldly as my nerves would allow), I spent the first minute or so telling the audience about my various accomplishments. Then I stopped. I walked off, re-entered and started again...
Whilst virtual team working suited everybody better in terms of the work/life balance we did not the mechanisms in place to work together virtually - we lost our mojo. During this time some of our best people left and I ended up buying out my business partner, our sense of connection, shared purpose and ability to address issues as a team had faded.
Employees do not quit jobs or companies - employees quit their managers. This is quite a provoking statement, which gives food for thought. Especially if you consider that up to 45 % of all managers do an insufficient job in the eyes of their team, as a recent survey conducted by the US consulting company Gallup reveals.