Leadership In Action

Sir Vernon Ellis is a former International Chairman of Accenture and was Chair of British Council from 2010 to 2016. He is currently Chairman of Martin Randall Travel and OneMedical Group and has chaired the Government's Arts and Media Honours Committee since 2012. Here he compares the differing challenges of leading in the worlds of commerce, the arts and culture, and discusses the Chairman/CEO relationship.

Kevin is Chairman of Public Relations at Chime Communications and author of several books on leadership including The Language of Leaders, Communicate to Inspire and People with Purpose. Here he delves into his specialist subject of leadership communication.

Former Deputy Leader of the House of Commons and Secretary of State for Agriculture and Food, David Heath talks about the challenges of leadership in government.

Sam Laidlaw is Executive Chairman of Neptune Energy and former Chief Executive Officer of Centrica. Sam discusses the issue of Socially Responsible Leadership in this Leadership In Action interview.

CIPD Chief Executive Peter Cheese discusses the importance of Leadership Development at all levels, as organisations strive to compete in an era of accelerating change.

Yorkshire Building Society Chairman and former Chair of top 10 law firm Eversheds, John Heaps shares his insights on culture and standards, innovation, teamwork and non-verbal communication

Rick is Chairman of MasterCard and the Creative Industries Federation. Here he shares some great insights, including ways use creativity and the arts in bringing about culture change in organisations.

Channel 4 Chief Executive David Abraham explains his 'tight and loose' approach to leading in a creative environment, and how to create a space where the unexpected can occur.

Entrepreneur, CEO and author Margaret Heffernan discusses the role of women in leadership, the importance of collaboration and putting people first. Her motto is: "Let's not play the game, let's change it."

James Timpson has taken his family shoe repair business from a declining also-ran of the high street to a radical and profitable enterprise. Here he tells why they have only two rules, and why telling someone what to do is a potentially sackable offence.