EDITION 1137
7 SEPTEMBER 2026

Good morning.

On this day in 1533, Elizabeth I was born. She would go on to rule England for 45 years, survive plots, religious division, war with Spain and the constant pressure to marry, while presiding over an age that gave us Shakespeare, exploration and a growing sense of national confidence.

Elizabeth understood something many leaders forget: authority is not only about power. It is about judgement, timing and knowing when not to act.

Her reign was far from perfect, but few monarchs have left such a distinctive imprint on the country they led.

Welcome to EDITION 1137.

William Montgomery
Editor

1. HOW TO BUILD YOUR POWER SKILLS. Technical knowledge may get you noticed, but it is rarely what makes people want to follow you. As leaders become more senior, success depends increasingly on judgement, communication, empathy and the ability to influence without relying on authority. These so-called power skills are not soft at all. They are often the hardest skills to develop because they require self-awareness, discipline and practice. READ MORE

2. CHANGE BUT WHO PAYS? Andy Burnham used his first appearance at the Commons despatch box as Prime Minister to promise a major reset of the British economy, arguing that life is “too expensive and too hard for too many”. He pledged greater public control of utilities, more power for local government and higher defence spending. But he repeatedly refused to rule out tax rises in the 28 October Budget. Why leaders should care: Ambition is easy to announce. Credibility comes from explaining how it will be delivered and paid for. Your action: When promising change, answer the awkward question early: what will it cost, and who will pay?

3. FRIENDS OR JUST FRIENDLY. Britain and France have been making rather a show of friendship last week, with President Macron joining the King at the Bayeux Tapestry before meeting Prime Minister Andy Burnham in Downing Street. The symbolism is obvious: Europe is drawing closer as America looks increasingly willing to step back. But friendship should not be confused with effectiveness. Britain is paying France hundreds of millions of pounds to help stop small boats crossing the Channel, yet the boats keep coming and migration remains one of the relationship’s biggest tensions. Why leaders should care: Relationships matter, but they are not an end in themselves. Your action: Be warm, be collaborative, but always ask what the relationship is actually delivering.

4. THE TALENT WE’RE WASTING. Almost one million young people in the UK are currently not in education, employment or training, while 58% of businesses say they cannot find the skills they need. The British Chambers of Commerce says tackling the problem requires lifelong learning, lower employment costs for under-25s and stronger links between schools and employers.  Why leaders should care: Britain appears to have a skills shortage and a surplus of unused talent at the same time. That is not simply an education problem; it is an economic and leadership failure. Your action: Don’t wait for government. Ask what your organisation could do to give one young person experience, mentoring or their first opportunity.

5. CHOICE FOR WHOM? Barnet Hill Academy became a state-funded voluntary-aided primary school this week, while retaining a uniform policy requiring girls in Years 3 and 4 - children as young as seven - to wear a white hijab. The school states that full uniform is compulsory. The change was approved by Barnet Council, bringing the former independent Islamic school into the maintained sector from 1 September. Why leaders should care: Leadership is often about balancing competing freedoms. Protecting religious expression matters, but so does protecting individual choice. The harder question is what happens when an institution’s values begin to override those of the individual - particularly when that individual is a child. Should a state-funded primary school be allowed to make the hijab compulsory for girls from the age of seven? Please share your views in our latest poll. VOTE HERE

6. THE WORLD LOOKS DIFFERENT. The United Nations has voted overwhelmingly to encourage use of a new world map. By 164 votes to one, members backed the Equal Earth projection, which represents the relative size of continents more accurately than the familiar Mercator map. Only America voted against; six countries abstained. The change matters because Mercator greatly exaggerates land near the poles: Greenland appears almost the size of Africa, when Africa is actually around 14 times larger. Why leaders should care: We become accustomed to seeing the world through particular frames, until the frame itself starts to look like reality. Your action: Occasionally challenge the assumptions, measures and perspectives you have stopped noticing. A different view can change what you see.

7. GAME, SET AND PADEL. England has lost 183 tennis courts since 2023, while the number of padel courts has risen almost sixfold, from 382 to more than 2,200. The Guardian, analysing Sport England data, found some tennis courts have been converted, although tennis still outnumbers padel by roughly 11 to one. The LTA says tennis participation remains at record levels and that only a tiny proportion of courts have been displaced by padel. Why leaders should care: New ideas do not always have to replace established ones. Sometimes growth comes from widening the offer. Your action: When something new becomes popular, ask whether you should replace the old, or find a way for both to thrive.

8. THE STORM BEFORE THE STORM. Scientists say the developing El Niño could become one of the strongest on record, bringing increased risks of extreme heat, flooding and drought, with some effects continuing into 2027. The warning was reported by the World Meteorological Organization and picked up by LinkedIn News, which described a potentially “supersized” event developing before our eyes. Why leaders should care: Supply chains, food prices, insurance, energy, travel and infrastructure could all be affected. The warning is arriving months before the worst effects. Your action: Identify the external risks most likely to disrupt your organisation and decide now what you would change if the forecast worsens.

9. EMOTIONAL RESILIENCE. Gallup reports that four in ten employees worldwide experience significant daily stress, the highest level for more than a decade. Chronic stress affects judgement, relationships and performance, but resilience is not simply about gritting your teeth and powering through. It begins with recognising pressure early, understanding how you respond and taking deliberate steps to restore perspective. Small wins help. So do strong relationships, proper recovery and the confidence to ask for support. In a demanding workplace, self awareness and human connection may be every bit as important as technical competence. Want to understand your emotional intelligence a little better? READ MORE

10. THE BOTTOM LINE. Analysis by The Times has found that fees at some of Britain’s most prestigious boarding schools are now just short of £70,000 a year, while the most expensive day schools cost around £40,000. At those levels, private education is becoming less a question of choice and increasingly one of wealth.