All posts by: Mike Clayton

About Mike Clayton

Hang on… That’s wrong. Surely management is about you, the team. Surely managers need to be focused on other people: their suppliers, customers, partners, colleagues, subordinates, bosses… even their peers. And so you do. And no-one likes a self-absorbed solipsist. Me, me, me: no. That’s just wrong. But is it? Let’s take a closer look […]

A Call to Action… These are my set of six commitments for ethical stakeholder engagement, in the form of a charter. I invite you to sign it, to share this charter (you can download a copy here), and to encourage colleagues to sign it too. Please do make your commitment as a comment, below. First […]

Manager or Leader? On of the most familiar components of management and leadership training is Warren Bennis’s comparison between leadership and management. Managers promote change, but it is the role of leaders to design it. Managers need to take effective action, while leaders need to ensure that their actions are meaningful. What role would you […]

When I was at Deloitte, there was one aspect of promotion that often let down the business, our staff, our clients, and the people promoted. Don’t get me wrong, the London consultancy was full of excellent people (hi there if you’re reading). And, without a doubt, almost all promotions were on merit. Sometimes we got it […]

What is stress? What is stress? It is all of the day-to-day, week-to-week problems and difficulties we have to face. It is the angry boss, the aggressive driver, the rude shop assistant, the pressing deadline, the stupid helpdesk and the queue that never moves in the supermarket. It is the endless list of things we […]

One morning – as I nearly always do, I took a look at the usual LinkedIn email offering me the chance to congratulate former colleagues, clients and contacts. And as always, I made a point of following up with new jobs and roles, but ignoring third anniversaries. But one anniversary stood out. It was when one former […]