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April 2nd, 1801. ‘I see no ships’: Horatio Nelson turns a blind eye at the Battle of Copenhagen

April 2nd, 1801. ‘I see no ships’: Horatio Nelson turns a blind eye at the Battle of Copenhagen

by Jonathan Gifford | Jun 25, 2012 | Leaders from History

Horatio Nelson, who would become Admiral Lord Viscount Nelson as he was successively promoted and honoured by the Royal Navy and a grateful British nation, was a consummate leader of men. A brilliant strategist, politically well-informed and adept, he was always...
Leadership and courage: Napoleon returns from exile in Elba

Leadership and courage: Napoleon returns from exile in Elba

by Jonathan Gifford | Mar 19, 2011 | Leaders from History

  One of the defining aspects of leadership is courage: having the bravery not only to stand up and ask people to follow but also to put one’s head over the parapet. Napoleon Bonaparte – the successful young general who emerged unexpectedly as...
Confidence and Humility – Great Leadership Idea No. 67

Confidence and Humility – Great Leadership Idea No. 67

by Jonathan Gifford | Nov 24, 2010 | Leadership Ideas

  Leaders need to tread the fine line between having the necessary confidence in their own abilities, and the lack of  sensitivity and humility that will prevent them from successfully leading a team of other very able people. Confidence in your own convictions...
Changing the Mood: leadership lessons from the Battle of El Alamein

Changing the Mood: leadership lessons from the Battle of El Alamein

by Jonathan Gifford | Nov 16, 2010 | Leaders from History

‘Changing the mood’ is one of the most challenging problems that a leader of any organisation can face. Successful organisations start off in life with enthusiasm and vigour, driven by the vision of the founders and the early management teams. Sadly, leadership and...
Harness the intelligence of the organisation — Great Leadership Idea No. 48

Harness the intelligence of the organisation — Great Leadership Idea No. 48

by Jonathan Gifford | Oct 18, 2010 | Leadership Ideas

  All leaders like to believe that they are doing this—but without fundamental systems and cultural structures in place, they are probably deluding themselves. The problem with ‘harnessing the intelligence of the organisation’ is that it is so obviously a good...
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