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Tag Archives: Role Model

Teresa Scott is helping candidates secure sustainable employment.

Company: Kennedy Scott Ltd
What it does: Highly regarded supplier of training and employability services to Government
Founder: Teresa Scott OBE, MBA
Founded: 1989
Size of team: Total staff 70
Your name and role: Teresa Scott, Founder and CEO

How did your entrepreneurial journey begin at Kennedy Scott?
I had been working for another organization designing and managing training schemes for young people and blue chip companies and had been pretty autonomous in my role for a few years. I was more or less a one-person operation and thought- you know what? I could do this for myself! So, with the help of friends who backed me financially, I started the company in 1989. Kennedy Scott is now the highest performing provider of Employability support services to people most marginalized from the labour market in the UK.

How is your business challenging the traditional recruitment industry?
Using a bespoke and ‘revolutionary’ assessment process, Kennedy Scott’s trained caseworkers quickly identify the real issues affecting an individual’s rehabilitation and work together to address the barriers impacting the individual’s ability to secure sustainable employment. Through this ‘Circle of Support’, the individual is supoorted with a suite of interventions designed specifically to create a routemap to rehabilitation and employment.

What problems are you trying to solve?
I want to bridge the employability gap for people with disabilities or mental health challenges. We are soon launching a new service for the corporate sector providing advice and guidance to companies wanting to recruit candidates from such backgrounds. We are a catalyst between the candidate and the company, bridging the gap by supporting both parties to get the best from the working relationship. We aim to help candidates in the workplace if they have a health challenge or mental health concerns.

How do you make money?
We run Government-funded contracts, and offer independent advice to companies for a consultancy fee. (more…)

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McKinsey report that executives can thrive at work and in life by adopting a leadership model that revolves around finding their strengths and connecting with others.

They have conducted interviews with more than 140 leaders; analysed of a wide range of academic research in fields as diverse as organisational development, evolutionary biology, neuroscience, positive psychology, and leadership; held workshops with hundreds of clients to test their ideas and undertaken global surveys.

Through this research, they have distilled a set of five capabilities that, in combination, generate high levels of professional performance and life satisfaction.

The five capabilities are:

Meaning : Managing Energy : Positive Framing : Connecting : Engaging


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Successful leaders are those who can inspire their team and gain buy-in and commitment from team members to achieve the team’s goals.

Use the questions below to reflect on the leadership experiences that have inspired you and to think about what you can do to be a truly inspirational team leader.


  1. Think about a time when someone has inspired you to do something that you did not really think you could do, or perhaps did not want to do.
  2. Once you have thought of at least one example, recall the situation in detail and what the person did. Make some notes on why their approach inspired you to do what you did. Consider their style of approach, language and behaviour, and why they were particularly effective.
  3. Now think about an occasion where you tried to positively influence a member of your team. If it worked successfully, consider if there are any parallels with your own experience. If there are, identify a model approach to help ensure repeated success. If it did not work successfully, consider why this might be. How did the person who inspired you differ in style from your own approach? In hindsight, how would you approach it differently?

Finally, list a few simple steps that you will apply to ensure that your leadership approach stays on the right track when working with members of your team.

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Leadership has been in the spotlight as never before, as people around the world look to their leaders in all spheres of social, political and organisational life. Rather than help, though, leaders often seem to be part of the problem.

When it comes to politicians, fingers are often pointed at the leaders of political parties for failing to provide a clear vision, for their personal moral failings, or for their inability to deliver on their promises.

Theresa May, the UK prime minister, was widely blamed for the Conservative party’s poor performance in the country’s 2017 general election. Her robotic mantra of “strong and stable” leadership was much-criticised.

Meanwhile, a seemingly never-ending flow of news reports catalogue US President Donald Trump’s alleged lies and question his fitness for office. Conversely, there has been a growing trend for politicians around the world to back or block policies for moral, as opposed to economic reasons.

In organisational settings, we often hear that levels of trust in leaders are at an all-time low in the wake of the financial crisis, a series of corporate scandals, and the ongoing challenges faced by employees in securing “good work”.


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How would you describe an effective leader? What traits are most important? 

As a leader, you have likely spent time thinking about the strengths that would make you, or leaders on your team, more effective. But the “street view” of leadership may reveal some entirely different ideas about what does and does not work.

An independent research firm undertook a robust approach to obtaining  360-degree feedback about two groups of senior executives - those who were seen to be the most creative leaders and those who were the most reactive leaders. Feedback was provided on senior executives from 176 large companies, covering 29 industries in six countries. The study included 2,893 raters who provided 900 pages of written feedback comments on these two groups.

The top 10 of 40 strengths most frequently attributed to the creative leaders are:

  • Strong people skills.
  • Team builder.
  • Personable/approachable.
  • Leads by example.
  • Passion and drive.
  • Good listener.
  • Develops people.
  • Empowers people.
  • Positive attitude.


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In this video, Paul Bridle explores the question "What is the difference between being a leader, and leadership?"


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