Five business leaders you should know

Fredrick Herzberg, Steven Covey, Malcolm Gladwell, Napoleon Hill and Charles Handy.

It is difficult to narrow the choice down to just 5 individuals, but I have chosen Fredrick Herzberg, Steven Covey, Malcolm Gladwell, Napoleon Hill and Charles Handy as the most significant mainly because of the influence they have had on others and because of their timeless relevance.

Herzberg I believe has had the most significant impact on organisations’ approach to motivating their staff and indeed his concepts are as relevant now as they were over 50 years ago. Nowadays we hear a lot about employee engagement and this is pure application of Herzberg’s principles and a recognition that those who feel more part of an enterprise and who have more control over their work are likely to perform better and make a bigger contribution.

Like Herzberg, Napoleon Hill is another business thinker who continues to have a great relevance to contemporary business life and it is easy to spot the influence he has had on others such as Covey  and Bandler and Grinder’s work on NLP.  The psychology of intention and outcome is fascinating and many successful entrepreneurs and business leaders have recognised their achievements have resulted through applying the right mixture of desire, hard work, visioning and tenacity. His principles are applicable to people at all levels and not just the aspiring Richard Branson’s of the world. Fundamentally they can help anyone to fulfil their potential if they know what drives them and what they want in life and if they are prepared to work hard for it.

As a journalist, Malcolm Gladwell’s is an observer rather than a theoretician but nonetheless, many of his observations especially in his books ‘Blink’ and ‘Tipping Point’ are having a significant influence on business thinking in the C21st. Tipping point provides a robust and practical guide to building brands and creating recognition in a world where there is exponential growth in the competition for attention. Blink highlights the importance of authenticity of leaders in business and the need for behaviour to be linked to beliefs and values.

Stephen Covey’s work ‘Seven Habits of Highly Effective people’ has created a universal framework for much of today’s senior management and leadership development. Although criticised by some as pure common sense, Covey’s work has provided millions of people with a roadmap which reminds us that excellence and success is not an act but a habit.

Charles Handy has been an important figure in how we view work and our relationship with employers and his publication the ‘Future of Work’ was prophetic. Employment no longer means joining a company for life and the relationship between employer and employee has become economic rather than paternalistic. People now need to manage their own careers and there are no jobs for life. Some feel this is a step backwards but Handy’s concept of Portfolio Careers argues that this creates opportunity for people to take more control of their destiny and fulfil more rewarding careers whilst organisations benefit through having a more flexible workforce which can adapt quicker to change.  

John Maxted, founder of international HR consultancy Digby Morgan (which he sold in 2011) is a consultant and non-executive director. He is a contributor to Business Gurus, published by Crimson Publishing,

Malcolm Gladwell, Photograph: Getty Images

John Maxted, founder of international HR consultancy Digby Morgan (which he sold in 2011) is a consultant and non-executive director. He is a contributor to Business Gurus, published by Crimson Publishing.

Photo: Getty Images
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The buck doesn't stop with Grant Shapps - and probably shouldn't stop with Lord Feldman, either

The question of "who knew what, and when?" shouldn't stop with the Conservative peer.

If Grant Shapps’ enforced resignation as a minister was intended to draw a line under the Mark Clarke affair, it has had the reverse effect. Attention is now shifting to Lord Feldman, who was joint chair during Shapps’  tenure at the top of CCHQ.  It is not just the allegations of sexual harrassment, bullying, and extortion against Mark Clarke, but the question of who knew what, and when.

Although Shapps’ resignation letter says that “the buck” stops with him, his allies are privately furious at his de facto sacking, and they are pointing the finger at Feldman. They point out that not only was Feldman the senior partner on paper, but when the rewards for the unexpected election victory were handed out, it was Feldman who was held up as the key man, while Shapps was given what they see as a relatively lowly position in the Department for International Development.  Yet Feldman is still in post while Shapps was effectively forced out by David Cameron. Once again, says one, “the PM’s mates are protected, the rest of us shafted”.

As Simon Walters reports in this morning’s Mail on Sunday, the focus is turning onto Feldman, while Paul Goodman, the editor of the influential grassroots website ConservativeHome has piled further pressure on the peer by calling for him to go.

But even Feldman’s resignation is unlikely to be the end of the matter. Although the scope of the allegations against Clarke were unknown to many, questions about his behaviour were widespread, and fears about the conduct of elections in the party’s youth wing are also longstanding. Shortly after the 2010 election, Conservative student activists told me they’d cheered when Sadiq Khan defeated Clarke in Tooting, while a group of Conservative staffers were said to be part of the “Six per cent club” – they wanted a swing big enough for a Tory majority, but too small for Clarke to win his seat. The viciousness of Conservative Future’s internal elections is sufficiently well-known, meanwhile, to be a repeated refrain among defenders of the notoriously opaque democratic process in Labour Students, with supporters of a one member one vote system asked if they would risk elections as vicious as those in their Tory equivalent.

Just as it seems unlikely that Feldman remained ignorant of allegations against Clarke if Shapps knew, it feels untenable to argue that Clarke’s defeat could be cheered by both student Conservatives and Tory staffers and the unpleasantness of the party’s internal election sufficiently well-known by its opponents, without coming across the desk of Conservative politicians above even the chair of CCHQ’s paygrade.

Stephen Bush is editor of the Staggers, the New Statesman’s political blog.