Thinking

Travel has a profound impact on our mental well-being. It provides an escape from the daily grind, allowing us to recharge, reflect, and nurture our mental health. When we travel, we give ourselves permission to step away from our responsibilities and prioritize self-care.

Travel is not just about visiting new places; it's a transformative journey of self-discovery. Stepping out of our comfort zones and immersing ourselves in different cultures, landscapes, and experiences allows us to broaden our perspectives, challenge our assumptions, and gain a deeper understanding of ourselves and the world around us.

Teams are the beating heart of any organization, and their success relies heavily on effective collaboration, communication, and trust. But in today's hyper-connected world, constant distractions and digital overload can hinder team dynamics. That's where retreats come in as a powerful tool to nurture and strengthen these crucial relationships.

In the journey of personal growth, retreats act as catalysts, propelling us forward on our path to self-discovery and transformation. When we retreat, we create space for introspection, learning, and new experiences that have the power to shape our lives.

Imagine a world where leaders never take a break, where they're constantly on-call, bombarded by emails and notifications, and never truly disconnect. Sounds exhausting, right? Ah, you are living that world!

Have you ever wondered why retreats have such a profound impact on our psychological well-being? There's a science behind it. Retreats tap into the power of solitude, introspection, and self-reflection, providing a transformative experience for individuals.

As leaders, we often find ourselves caught up in the whirlwind of daily responsibilities, deadlines, and constant connectivity. It's easy to get lost in the chaos and lose sight of the bigger picture. That's why retreats are not just a luxury but a necessity for effective leadership. They provide a unique opportunity to step back, reflect, and recharge.

"Great leaders understand the transformative power of retreats, where they can disconnect from the daily demands of work and immerse themselves in a new environment. But what if we took it a step further? Imagine combining the benefits of a retreat with the excitement of traveling to a remote or exotic international destination. The result? A remarkable experience that not only rejuvenates individuals but also strengthens teams, fosters creativity, and broadens perspectives."

"If one does not know to which port one is sailing, no wind is favorable." — Seneca

Steven Kotler from the Flow Research Collective describes this as uncertainty. He says, "Uncertainty creeps in everywhere, all the time. We’re uncertain about what task to do next or how to spend the rest of the day. We’re uncertain about what the next six months should look like in our business or professional life. Ultimately, all too many of us are pretty damn uncertain about the direction we want our lives to take. The issue is that this uncertainty paralyzes us and blocks us from 'Flow'. Being clear on where you want to go, and exactly how you’re going to get there, is incredibly important for flow. Without clear goals, we can’t direct our attention." 

We explored the possible unintentional but powerful effects of implementing  on culture in each quadrant chapter. To round out that discussion, reflect on your organisation, or on your preference for the culture of the organisation you work within, or as a business owner, the culture you are creating.

Allan Leighton has led some of the biggest retail organisations in the UK as chairman of the COOP, Asda, Selfridges and Royal Mail.

Have a squiz at this video where he talks about the execution of strategy. 

It’s so true! Allan talks about those within your organisations who make ‘treacle’; rather than communicating and empowering, strategy gets fed down through either someone he refers to as ‘permafrost’ i.e., nothing ever goes past or through them, or, probably my favourite, ‘business prevention squads’.  These are the middle managers who ensure that they control every piece of

Winter is upon me and I have two major projects to complete.

#1 is the engagement and completion of my Oxford Executive Leadership Programme; about 15 hours a week of learning models, theories and articulating thoughts on leadership. #2 is completing the writing of my next book. This one is a Big Book. THE Big Book.

So, I thought I’d share a sample of where I’m at, my DRAFT introduction and the start of Chapter 1. Enjoy!