EDITION 1120
11 MAY 2026

On this day in 2010, Gordon Brown stepped down as Prime Minister, bringing 13 years of Labour government to an end.

Fifteen years later, with Labour again under growing political pressure following difficult local election results, Keir Starmer has reportedly turned once more to Brown for advice and support.

Leadership has a habit of rediscovering experience during uncertain times.

With that in mind, here are ten things you didn’t know last week. As ever, feel free to share it or forward it to colleagues and friends who appreciate a sharper take on leadership and life.

William Montgomery
Editor

1. How to stay calm under pressure. Pressure reveals habits. In difficult meetings, tense conversations or moments of uncertainty, people rarely rise to the occasion by accident. They fall back on preparation, discipline and self-control. Calm leaders are not always the least emotional people in the room. More often, they are the ones who have learned how to slow themselves down before reacting. Staying calm under pressure is less about personality and more about practice. READ MORE

2. The danger of gradual change. April was among the warmest ever recorded globally, continuing a trend climate scientists have warned about for years. The challenge with long term change is that it rarely arrives dramatically. Instead, it happens slowly enough for people to normalise it. The same is often true in leadership and life. Cultures weaken quietly. Standards slip incrementally. Relationships drift gradually. Organisations rarely fail overnight. The best leaders recognise meaningful change before it becomes irreversible.

3. The spriit of Ten Tors. This past weekend, more than 2,000 young people took part in this year’s Ten Tors Challenge on Dartmoor, navigating up to 55 miles across some of Britain’s toughest terrain while carrying all of their own equipment. Organised by the Army since 1960, the event tests endurance, navigation, teamwork and resilience. At a time when much of modern life is becoming increasingly comfortable and screen based, there was something encouraging about watching so many young people willingly choose discomfort, effort and adventure. Challenge still matters. Shared struggle still matters. And perhaps resilience is still best learned outdoors, rather than online.

4. Even icons must adapt. I went to see The Devil Wears Prada 2 last week. I was one of perhaps 12 men in a sold-out auditorium, which may say something about either modern cinema or my confidence. The film itself was enjoyable, though not in the same league as the original. What interested me most, however, was the central theme. Miranda Priestly, once untouchable, is suddenly navigating a world that has changed around her, from digital disruption to shifting workplace expectations. The lesson applies far beyond fashion. Even the most successful leaders, organisations and industries cannot rely forever on the methods that once made them powerful. Legacy helps. Adaptability matters more.

5. The people who change us. Psychologists increasingly argue that the idea of a single “love of your life” may be unrealistic. Many now believe people experience several deeply meaningful relationships across a lifetime, each serving different emotional needs at different stages of life. Some relationships bring stability. Some bring adventure. Some bring healing. Some simply help us become a different version of ourselves. Perhaps the success of a relationship should not always be measured by whether it lasts forever. What do you believe matters most in a meaningful relationship? VOTE HERE

6. When voters stop listening. The local council elections revealed a fragmented and increasingly restless political landscape, with Labour losing support to both Reform UK and the Greens, while the Conservatives continued to struggle in many areas. The results suggest many voters are no longer simply choosing between traditional parties. Increasingly, they appear to be searching for authenticity, conviction and leaders who seem more connected to everyday concerns. Political parties are not alone in facing this challenge. In leadership, trust erodes when people feel unheard, taken for granted or disconnected from decision makers. Once confidence begins to weaken, loyalty can disappear surprisingly quickly. Power is easier to lose gradually than leaders often realise.

7. Learning never really stops. Applications for master’s degrees are rising sharply across Europe as young professionals respond to growing uncertainty in the job market and concerns about the impact of AI on entry level roles. I completed my own MSc in Management Sciences many years ago, but perhaps the biggest lesson was not the qualification itself. It was the realisation that learning can never really stop. The most resilient people and organisations are often those willing to keep adapting, questioning and developing long after formal education ends. In a fast-changing world, curiosity may become one of the most valuable skills of all.

8. David Attenborough at 100. Sir David Attenborough turned 100 last week, marking one of the most remarkable broadcasting careers in history. For more than seven decades, he has helped generations understand the natural world through curiosity, calm authority and extraordinary storytelling. In an age often dominated by noise and outrage, Attenborough reminds us that influence does not always require volume. Trust is built slowly. Credibility is earned over time. And some of the most powerful leaders are those who educate, inspire and remain deeply consistent across decades. Legacy is rarely created quickly.

9. More than just a pub. Around two pubs are closing every day across the UK, continuing a long-term decline that reflects changing habits, rising costs and shifting lifestyles. But pubs have never simply been places to drink. At their best, they are meeting places, conversation starters and quiet centres of community life. Deals are discussed there. Friendships begin there. Loneliness is eased there. Local identity often lives there. Strong organisations and communities still depend on places where people gather informally, talk openly and feel they belong. Sometimes culture disappears quietly, one closed door at a time.

10. The bottom line. Lloyds Bank was the most complained about UK high street bank in the second half of 2025, according to Financial Conduct Authority data, receiving more than 90,000 customer complaints in just six months. A further 79,000 related to Bank of Scotland, which is part of the same group. When people complain repeatedly, the issue is rarely communication alone. More often, it is a signal that people no longer feel heard. Good leaders do not fear feedback. They pay attention to it.