Author: Geoff Hudson-Searle

Are today’s leaders spending trust faster than they can earn it?

We live in an era of high visibility and constant scrutiny. Credibility is no longer left to accumulate naturally; it is actively constructed and maintained through speeches, symbolic acts, ratings, partnerships, and public commitments. Perception can be shaped in hours through digital channels. This is the age of managed credibility, where trust is projected and priced before stakeholders have enough direct experience to verify whether it is real.

This is not inherently deceptive. In high-stakes environments, leaders must often perform trust to create the conditions in which it can later be earned. A newly appointed CEO must reassure investors before results can be delivered. A government entering climate negotiations must project reliability to secure agreements before implementation begins. The danger is that the performance becomes more visible, and more persuasive, than the reality it is meant to represent.

Trust behaves like a market where perception is liquid, perspective is slow, and volatility is high.

Trust today operates much like a political economy. Perception is the liquid currency of this market, fast-moving and easily traded. Perspective is the underlying value, slower to form and grounded in lived experience. Leaders can accumulate “trust capital” rapidly through perception management, but if the perspective value does not rise to match, they are trading on speculation.

The velocity mismatch between perception-building and perspective-building is a systemic leadership risk. Perception can be built in days through narrative, symbolic gestures, and visible commitments. Perspective takes months or years, shaped by repeated delivery and consistent stakeholder experience. Tools that accelerate perception can help leaders respond quickly and with precision, but they also widen the gap if the substance does not keep pace.

When perception runs too far ahead of perspective, the correction is often abrupt. We all remember how and when Boeing’s safety narrative collapsed when operational weaknesses were exposed. Climate finance pledges delivered instant diplomatic credit but are now measured against delivery timelines that span decades. The most damaging trust failures occur when the correction comes not just from internal stakeholders but from the public, regulators, or markets all at once. To manage this volatility, leaders need a portfolio that balances how trust is signalled, how it is experienced, and how it is guaranteed.

Managed credibility depends on balancing three forms of trust:

– Performative trust is the signalling of credibility through visible acts and narratives.
– Relational trust comes from consistent, fair, and transparent interactions with stakeholders.
– Institutional trust is embedded in governance, transparency, and enforcement mechanisms that ensure reliability beyond individual leaders.

Over-reliance on one form creates vulnerability. Performative trust without relational or institutional depth risks collapse when tested. Relational trust without performance may lack the reach to influence broader audiences. Institutional trust without performance can appear legitimate on paper but fail to inspire confidence in practice. The most resilient leaders ensure these forms reinforce each other and operate on timelines that keep perception and perspective in sync.

Quick diagnostics:
– If our communications went silent for a month, would our credibility still persist? (Performative)
– Do stakeholders describe our conduct as fair when decisions go against them? (Relational)
– Can a process deliver the same standard when we are absent? (Institutional)

A three-step discipline for closing the trust gap to keep perception and perspective aligned
Leaders today are constantly in the spotlight and are called upon to earn authority without control. Economic and social change demands leadership by consent rather than by control. What we perceive as good leadership tends to be created by leaders, followers, and the context and purpose of the organisation, it is a collective rather than individual responsibility.

Step 1: Listen with intent to earn consent and match signals with lived experience
We talk about trust because it is a precious and scarce resource. One can question the term “empathetic leadership”. Leaders who practice “empathetic leadership” listen attentively, placing their complete focus on the person in front of them without getting distracted. They spend more time listening than talking because they want to understand the difficulties others face, which helps give those around them the feeling of being heard and recognised.

Empathetic executives and managers realise that the bottom line of any business is reached through people. Therefore, they have an attitude of openness and understanding of the feelings of their team members. When we listen to the emerging needs of the workplace we step into the most relevant and useful roles and make relevant and valuable contributions both when leading and when following. Members of organisations who are sensitive to people’s reactions trust themselves and each other. They build and nurture trusting relationships and allow the future to emerge organically.

No heroic leader can resolve the complex challenges we face today.

Step 2: Translate values into visible behaviour and day-to-day practice
Trust is a key ingredient of successful leadership. Trusted leaders are the guardians of the values of the organisation. Trust can release the energy of people and enlarge the human and intellectual capital of employees.

In a trusting environment when we are committed to our shared purpose we play active roles both as leaders and as followers.

Leaders serve as role models for their followers and demonstrate the behavioural boundaries set within an organisation. The desired behaviour is reinforced through culture and through socialisation of the newcomers. Employees learn about values from watching leaders in action. The more the leader “walks the talk”, by translating internalised values into action, the higher level of trust and respect they generates from followers.

Step 3: Extend trust beyond the organisation and coordinate it across the wider ecosystem
To help bridge the trust gap we recognise that organisations need to work with wider society to identify practicable, actionable steps that businesses can take to shape a new relationship with wider society: a new ‘settlement’ based on mutual understanding and a shared recognition of the positive role that business plays in people’s lives.

To create such a settlement, businesses need to see themselves as part of a diverse, interconnected and interdependent ecosystem, one that involves government, regulators, individual citizens and partners. Trust within and across this ecosystem is key to its long-term sustainability and survival. Therefore, trust needs to be restored to the heart of the business world.

As Stephen M.R. Covey once said:

“Contrary to what most people believe, trust is not some soft, illusive quality that you either have or you don’t; rather, trust is a pragmatic, tangible, actionable asset that you can create.”

Trust, sentiment, reputation: a measurement framework

Too often an ongoing measurement of trust is missing when companies are developing a strategic view of how they are perceived in the world.

One reason for this is that many business decision-makers do not fully understand how sentiment, reputation and trust differ; and as a result, they do not appreciate the unique contribution trust makes in assessing as well as enhancing the growth potential of their company.

In particular, trust’s relation to a more permanent state of mind, and its power to mitigate the risk (financial and otherwise) associated with purchasing decisions, gives it unique tactical importance, particularly when it comes to the lower reaches of the purchase funnel. Trust’s connection to the future makes it more actionable than both reputation and sentiment. Finally, again in contrast to reputation and sentiment, trust’s domain of relevance and importance extends well beyond communications and marketing. Understanding the full power of trust can help a company transform its business model as well as create new categories and markets.

To be clear, we are not recommending that trust replace either sentiment or reputation as a fundamental brand/company health dashboard metric. All three together comprise a set of measures that companies should employ to better understand both the impact they are currently having in the world and their future growth potential. But, if you only measure sentiment and reputation and not trust, you are leaving a lot of explanatory and predictive power on the table. In essence, you will be looking at only two dimensions within what is a three-dimensional space, creating a state of indeterminacy regarding exactly where you stand.

Recap of operating routines

First, measure perception and perspective separately. Public sentiment, analyst ratings, and media coverage are not the same as stakeholder experience. Treat divergences as early warnings.

Second, protect internal trust as carefully as external reputation. Employees, partners, and communities are critical reserves that can stabilise credibility during external shocks.

Third, align institutional mechanisms with the promises made in performance. Governance systems, audits, and delivery milestones should be designed to convert performative trust into durable, earned trust before the gap becomes unmanageable.

Bottomline

In the age of managed credibility, performance and authenticity are not mutually exclusive. It must be matched by substance

Leaders cannot avoid performing trust. In many cases, the performance is what allows progress to begin. But performance should be treated as a bridge to proof and not as a destination. When perception is aligned with perspective, trust becomes a renewable form of capital, one that can weather scrutiny, adapt to change, and outlast individual tenures.

The most dangerous question in leadership is not: “Do people trust me?” It is: “Do they trust me for the right reasons, and will they still trust me when they see everything?”

This article is the expressed opinions and collaboration between two senior-level industry board professionals on their views and perceptions on the subject matter:

KRUTHIKA ANASTASIA BALA
Managing Director, Resources Now

Kruthika brings over twenty years of experience in growth and leadership across strategy, revenue, process and people with a particular focus on industrial, energy, natural resources and sustainability. She has led strategic initiatives in fast-paced, complex organisations with deep expertise in international consulting and advisory roles, she is a trusted advisor in solving complex business challenges. In addition to her advisory board roles, she also serves as the Head of Energy Transition and Critical Minerals for Lean in Equity & Sustainability and as

Vice-Chair of the Women’s Energy Network Alliance.
Contact details: https://www.linkedin.com/in/kruthikabala/

Geoff Hudson-Searle is a senior independent digital non-executive director across regulation, technology, and internet security, C-Suite executive on private and listed companies, and serial business advisor for growth-phase tech companies.

With more than 30 years of experience in international business and management he is the author of seven books: Freedom After the Sharks; Meaningful Conversations; Journeys to Success: Volume 9, GOD in Business, Purposeful Discussions, The Trust Paradigm and Scars to Stars Volume 3, plus lectures at business forums, conferences, and universities.

He has been the focus of radio/podcasts and TV with London Live, Talk TV, TEDx and RT Europe’s business documentary across various thought leadership topics and print media with The Executive Magazine, Headspring/FT, Huffington Post, The Sunday Times, Raconteur, AMBA, BCS, EuropeanCEO, CEOToday across his authorisms.

A member and fellow of the Institute of Directors, associate of The Business Institute of Management, a cofounder and board member of the Neustar International Security Council (NISC) and a distinguished member of the Advisory Council for The Global Cyber Academy. He holds a master’s degree in business administration. Having worked for corporate companies Citibank N.A, MICE Group Plc, Enigma Design, MMT Inc, Kaspersky Laboratory, Bartercard Plc, and RG Group around the world, Geoff has vast international experience working with SME and multinational international clients. International clients with which Geoff has worked include the British Government, HP, Compaq, BT, Powergen, Intel, ARM, Wartsila Group, Atari, Barclays Bank, Societe Generale, Western Union, Chase and Volvo.
Geoff has worked in a broad range of industries including software, technology and banking which has given him a range of different experiences and perspectives of what can work, the importance of good people, process and how these can be applied and amplified to deliver results in different scenarios and paradigms. Geoff is known for bringing in a fresh viewpoint and sometimes challenging the status-quo with a strategic approach delivering successful change management programmes and launching companies and products internationally that deliver results.

Geoff’s areas of expertise lie in brand strategy, business communications, business integration, business development and improvement, capital raise activities, pre-IPO planning, capital raise transactions, M&A with full P&L responsibility, which ideally equips him to strengthen global companies, develop SME and international business, and marketing strategies.

The Trust Paradigm
At Amazon in all formats including Audible: BUY NOW
LinkedIn: https://uk.linkedin.com/in/geoffsearle

Last week’s post was named “Sports Innovation meets Business Performance & Trust”

During a recent podcast I discussed a very good friend of mine who was a successful NBA basketball player, whom followed a successful c-suite career in a large global Fortune 100 Technology company.

“How Might We Align Sports Innovation With Leadership and Trust”, the podcast that explores bold questions at the intersection of leadership, innovation, and trust.

During the podcast we explored transformative ideas and strategies for leadership and community. In this episode, and how leaders can cultivate impactful mindsets.

Rob Aston and I first met in Houston in 1998 – Compaq had recently acquired Digital Equipment, Tandem Computer and as a PC company was for the very first time about to enter telecommunications. The launch pad for this was World Telecom 99, an ITU sponsored event.

Compaq introduced a new initiative to improve the performance of its events arm, which accounts for around a sixth of its Marcom budget.

Year One was spent putting this process into operation, Year Two was focused on performance standards, and the necessary culture changes to achieve effectiveness targets.

Assuming success, Year Three was focused on implementation and evolving the process.

Like many businesses, Compaq wanted to achieve a major sea-change in its behaviour in an attempt to improve performance (financial and other measures), build on its strengths and outperform the competition sustainably.

This required a degree of commitment and culture change on the part of its frontline operators.

Objectives
– Current Evaluation of Corporate Event & Marcom Management
– The Proposed Strategy for Corporate Event & Marcom Management
– Implementation of The World-wide Integrated Design Strategy
– Cost Analysis & Justification

Rob was in charge of the global program and brought me in to platform and showcase the largest program of the calendar year and to take the global brand across 4 continents.

Rob and I travelled extensively: Japan, Singapore, Hong Kong, China, South Africa, N. America, South America, Asia Pacific, and Europe.

There is a tremendous amount of trust that formed over the years, building trust between a supplier and a company is a crucial aspect of a successful and efficient business relationship. It fosters open communication, collaboration, and mutual benefit, leading to improved performance and cost savings.

When my grandmother passed, Rob flew down to Las Vegas where I was visiting on business and we travelled on a road trip, through the Rockies. We often took road trips; Miami through the keys, Boston to Salisbury, Monaco to San Remo, San Francisco to The Big Sur, San Francisco to Napa Valley and Sedona. Never a dull moment with Rob on a motorcycle adventure – or any adventure for that matter.

When Rob lost his family, I visited his hometown of Pittsburgh and spent time with him across his childhood memories.

There’s no doubt that winning requires hard work over a long time. Hard work alone, though, is not enough. Muhammad Ali, one of the greatest boxers of all time (even nicknamed “The Greatest”), said: “Champions aren’t made in the gym. Champions are made from something they have deep inside – a desire, a dream, a vision”.

Rob would always state to me: “If you have no spirituality you have no life” – never a more truer statement.

Mental toughness and what it is is a quote we hear a lot. And it has scientific evidence: in a study of Jamaican sprinters, the elite sprinters were found to have superior coping skills and mental toughness compared to a sub-elite group, suggesting that psychological skills may indeed be a differentiating factor of winners.

Seven-time Super Bowl winner Tom Brady has also said that mental toughness is what separates winning and losing.

And Rob is a huge New England NFL Patriot fan – but what it is and how you can cultivate it is slightly more complex – but also fascinating!

Self-confidence generally improves performance as it reduces negative thoughts and helps us focus. It seems, however, that more self-confidence is not always better. The relationship between performance and self-confidence isn’t linear, and too much can make us complacent and less likely to learn.

We need to celebrate Rob Aston and successful athletes.

Rob Aston has been a literal globetrotter for much of his adult life. A large collection of the former basketball luminary’s personal sports memorabilia will be featured in the James Sorbara Carnegie Sports Exhibit, part of the Historical Society of Carnegie’s museum.

And a number of family history books that Rob has written over the past dozen years will also be donated to help tell the community’s story.

He followed that by doing a stint with the Harlem Globetrotters, helping them transition from a serious basketball team into an entertainment franchise that still attracts scores of fans nearly 60 years later.

Given those exploits, Rob is no stranger to the spotlight, and recalls his dad’s statement: “You don’t want to hang around pro basketball for too long because people might get the idea that’s all you can do”, he said. So Rob had to set a goal to play professionally for three years – and that’s what he did.

Rob made the most of his time with the Globetrotters, traveling the world, entertaining fans and working with basketball legends such as Meadowlark Lemon, Curly Neal and Geese Ausbie. His rookie season, in 1967-68, he was in charge of the “tricks” – the gags that the team would play on the flummoxed opposition.

Rob never second-guessed his decision, as he flourished both in the classroom – graduating with a degree in education – and on the basketball court, where rebounding was his specialty.

The 6-foot-8 Aston still ranks fourth all-time in career rebounding with 10.9 per game and is tied for second in Mid-America Conference games at 11.7 per game. He still ranks third for most rebounds in a single game at 25.

He was no slouch on the offensive end either, as he averaged more than 18 points per game as a junior and senior and finished with over 900 points during his three-year varsity career (freshmen were not eligible to play varsity in those days). His all-around play earned him a spot on the All-MAC first team his senior year.

Still, Rob never regretted going the Globetrotter route after his college playing days ended. It afforded him the opportunity to see parts of the world he’d never seen, and he even dropped the Globetrotter name a time or two when needed later in life.

Like the time he was at a restaurant in Brazil and no tables were available. He mentioned that he was a former Globetrotter and a table magically appeared.

Although it’s been some time since he suited up for the Globetrotters, those memories are never far away, as Rob currently plays in a jazz quartet whose keyboard player is his former Globetrotter roommate. The band has played professionally for the past 15 years.

Rob’s time with the Globetrotters was just a warmup act for his actual globetrotting days, as he wore out a few suitcases while working for Digital Equipment Corp/Compaq and then Hewlett Packard. One of his positions at Digital required him to travel three weeks out of every month.

Rob said: “I’ve seen the pyramids, the Great Wall – anyplace you can name on six continents, I’ve been there” – he has visited 40 countries – 20 with the Globetrotters and 20 in his post-playing career, a stretch that saw him work for such heavy hitters as Gillette, Compaq and Hewlett-Packard.

Now 82, Rob is retired and lives in Houston –  he is a pilot and poet and spends time riding his Harley-Davidson in addition to playing music professionally, we still get to see each other occasionally.

Finally, research acknowledges that behavioural traits and coping strategies are partly genetical. But ample research also shows how these traits can be massively influenced by environmental factors, and that anyone who is serious about gaining an edge – in sports or in business – should nurture and train one’s skills to face and overcome stressful situations.

So, if you are naturally self-confident and have a strong belief in yourself, great. Just watch out you don’t become over-confident and blind to your flaws.

If you, on the other hand, lose your nerve before a competition due to the adrenal response caused by stress and anxiety, or if you have difficulties controlling your emotions in crucial moments – don’t worry, it doesn’t mean you aren’t capable of performing at the highest level – these are all skills that can be learnt and mastered.

Lastly, we should be careful with labelling someone as mentally weaker than someone else based on performance.

Lacking sport-specific skills, not mental toughness, is what primarily makes an athlete vulnerable. Only when skills are on par for the demands of the sport does mental toughness start playing a larger role. And that’s where the marginal, but crucial, gains can be made.

As Vince Lombardi once said:

“Once a man has made a commitment to a way of life, he puts the greatest strength in the world behind him. It’s something we call heart power. Once a man has made this commitment, nothing will stop him short of success.”

Sports fans love to compare today’s athletes to the legends of the past and speculate about who’s the best. While many of us cherish our childhood memories, it’s a cold, hard fact that, in almost every case, today’s athletes would handily defeat their predecessors.

Pro football fans in Green Bay, Wisconsin have always been recognized as a loyal and hearty bunch. But one wouldn’t have faulted even the most loyal “Packer Backer” if he’d decided not to attend the 1967 NFL Championship game between the Packers and Dallas Cowboys. Played at Lambeau Field on December 31, the temperature at game time registered a frigid 13 degrees below zero. Nonetheless, more than 50,000 parka-clad fans braved the elements that New Year’s Eve and watched in awe as the Packers claimed their third consecutive NFL title, with a 21-17 victory.

For today’s chief executive officers, there’s a lot to learn from that remarkable progress. And the need is urgent, primarily because the playing field has become radically more difficult. CEOs are on the job 24/7, responsible for addressing an ever-shifting array of problems and threats, even when there is incomplete information (usually) and when every move is under scrutiny (constantly).

Not only do CEOs have to deal with a wide range of stakeholders, all of them with their own priorities, but employees are increasingly demanding—as they should be. Plus, technology is changing at warp speed, and the geopolitical environment is unsettled. When companies slip up, they are judged harshly, not least through social media.

Research identified a number of traits required for 21st-century leaders: positive energy; selflessness and a sense of service; a belief in continuous learning; grit and resilience; levity; and an acceptance of stewardship.1 Since that time, we have been in dialogue with CEOs about how to get past the challenges of “living into” these attributes.

We learned that the best leaders today have made a generational change in their thinking, one that closely parallels how elite athletes prepare, train, and compete. In several ways, the two jobs—CEO and athlete—are highly correlated. Here are five leadership practices of great athletes that business leaders can adapt to their own work.

Today I have the distinct pleasure of introducing Dr. Beatrice Constandache, who is a member of the International Association of Ultrarunners (IAU) Medical Committee, contributing to safety and innovation in extreme endurance sports. She has co-authored academic work including The Olympia Declaration (Current Sports Medicine Reports, 2019).

As the visionary founder of Luz Innovations Medical Academy, she empowers clinicians, coaches, and health leaders to master cutting-edge approaches to performance and cellular regeneration.

With over a decade of hands-on medical leadership at Olympic-level events, Dr. Beatrice Constandache has served as a team physician for the Romanian National Rugby and Athletics Teams, providing expert care at more than 30 world-class competitions

Over to you, Dr. Beatrice.

Thank you Geoff!

In sports medicine, energy is crucial for athletic performance, injury prevention, and recovery. Ensuring athletes have the right amount of energy, through proper nutrition and energy balance, is essential for optimal training, competition, and overall well-being.

The energy balance is the balance between energy intake and energy expenditure. The energy balance has two main components. One of these two components is energy intake and the other is energy expenditure. Macro nutrients (carbohydrates, proteins and fats) are used as energy sources. During energy intake, food intake is also under control of hormones. These ingested nutrients are used in the production or resynthesize of ATP through energy metabolism.

The energy released by the breakdown of ATP is used in all metabolic processes that require energy, including muscle contraction. In addition, although vitamins and minerals are not directly involved in energy production, they have functions in some metabolic reactions. Energy is consumed in three ways. One of these is resting metabolic rate, the other is the thermic effect of food, and the other is the energy spent through physical activity. Studies have shown that the energy taken in athletes is insufficient compared to the energy expenditure.

Some researchers have stated that some amino acid and herbal supplements have positive effects on athlete performance.

I identified six forces for change in sport: Evolving Global Market; Pace of Digital; Next Generation; Diversity, Equity & Inclusion; Health & Wellbeing and Environmental Sustainability & Climate Change.

Over the last 15 months, I have monitored the impact of these trends with a broad range of sport leaders, through conversations with leaders across my client network.

Analysis highlights that as investment continues to fuel innovation across the sports industry, leaders are focussed on blazing their own trail through attracting new investment, embedding digital capabilities, engaging the next generation of fan and instilling trust across their operations.

Optimism stems from action. Now is the time for organisations to start playing their role in the future of sport.

The sports industry continues to experience profound change, as complex market dynamics increase competition, strain finances and disrupt operations.

But there is a sense of optimism, one driven by the benefits that come within an ever-globalised industry, presented with opportunities like never before.

Most sports industry leaders are feeling hopeful: more than half of the leaders we surveyed said they felt more optimistic about the future growth of the sports industry than they did last year, with our analysis identifying that many leaders have now implemented initial changes and are realising their benefits.

Many of these optimistic leaders are bought-into the need for transformation and are driving a culture that reflects a positive outlook towards change.

While for those at the start of their journey, recognising how key industry trends are impacting their organisation may prove the first crucial step.

As more capital flows into sport, the need for agility to keep pace with innovation will be crucial to staying relevant.

Leaders identified the evolving global market, pace of digital and next generation as the most impactful forces for change.

These forces impact day-to-day operations, with organisations grappling with increased competition, new digital-first operating models and divergent demands and preferences. Stakeholders are recognising an immediate need for change as new challengers enter the market, sweeping in digitally-enabled innovation.

Leaders also recognised a qualifier for the success of these forces: Trust.

This force for change, introduced for the first time in our 2024 report, explores how leaders are continuing to protect the reputation and sporting integrity of their organisations, while reacting to the societal issues which resonate with their fans, players, workforce and partners.

Analysis shows that leaders across sport must act vigilantly to garner trust across stakeholder groups. Those that fail to act may be trumped by challengers who act swiftly and daringly to take on key issues.

As industry dynamics continue to evolve, there will be additional opportunities for stakeholders to step in and disrupt legacy models in the market, while revenue diversification will remain a top priority.

• Sports leaders expect investors to be the most impactful stakeholder in sport over the next five years, followed by tech giants, fans and athletes.
• This comes as a new profile of investor and intensified interest from private and sovereign-wealth investors is reshaping the landscape.
• Over the next five years, we expect to see an increased focus on revenue diversification, as leading properties invest in global growth, entertainment focussed real-estate, direct-to-consumer initiatives and integrated adjacent businesses.
• In relation to revenue, the leaders we surveyed predicted that digital products and data will be the fastest growing revenue streams over the next five years, a tell-tale sign of the digital revolution underway across the industry.
• Meanwhile, women’s sport was selected as the greatest overall growth opportunity for the industry, followed by diversifying sports experiences and developing data capabilities.

A comprehensive market analysis, combined with a robust data strategy, can lay the foundations for leaders to better target their investments as they explore new ways to grow revenues, fanbases and participation.

In developing personalised digital experiences, sports organisations can reach new demographics and unlock opportunities they have previously not been able to reach.

Each force for change presents unique opportunities and risks to sports organisations, investors and governments around the world. For example:
• For governments, the evolving global market is presenting new opportunities to form partnerships with investors that will drive social benefits.
• For investors, the pace of digital is providing new ways to create value post-transaction.
• For sports organisations, the Next Generation is offering new to attract new audiences and extend the loyalty of fans.
• And for all, Trust presents significant risks that hold the potential to corrode relationships across fanbases and instigate significant reputational damage.

Back to you Geoff!

Thank you Beatrice,

The world of business and sports may seem like two distinct arenas, but the mindset of successful athletes holds valuable lessons for CEOs and executives. Just as athletes push their physical and mental limits to achieve greatness, CEOs can adopt a similar approach to enhance their health and business performance.

Let’s explore how adopting an athlete’s mindset can lead to improved wellbeing, greater leadership capabilities and, ultimately, elevated business success.

Athletes are renowned for their meticulous goal setting and visualization techniques. Before a race, match or game, they vividly imagine themselves achieving success, going through every step and detail in their minds.

Visualizing the path to success can enhance focus, motivation and determination, enabling CEOs to overcome obstacles and lead their teams toward shared objectives.

Athletes face setbacks, failures, and tough challenges throughout their careers. What sets the best athletes apart is their resilience and grit, the ability to bounce back from adversity and maintain a strong sense of purpose.
CEOs, too, encounter numerous hurdles in the business world. By embracing the athlete’s mindset of resilience, they can develop a growth-oriented approach to problem-solving and inspire their teams to persevere through difficult times.

Athletes are constantly seeking to improve their performance, regardless of their current level of success. This growth mindset, emphasizing learning, skill development and continuous improvement, is a powerful tool for CEOs as well.

By encouraging a growth-oriented culture within their organizations, CEOs can foster innovation, adaptability and a willingness to embrace change, vital elements in the fast-evolving corporate landscape.

Athletes adhere to rigorous training schedules and maintain strict discipline to optimize their performance. CEOs, with their demanding schedules, can benefit from adopting a similar approach to time management. Allocating time for crucial tasks, prioritizing responsibilities, and avoiding distractions are essential in achieving peak performance as a leader.

Athletes understand the importance of teamwork in achieving victory. They collaborate, communicate and motivate their teammates to collectively achieve their goals. Much the same, CEOs need strong leadership skills to drive their companies forward. By embracing the athlete’s mindset of teamwork and leadership, they can build cohesive and high-performing teams, fostering a culture of trust and cooperation.

In sports, distractions can cost athletes dearly. Therefore, maintaining focus and mindfulness are essential for optimal performance. CEOs operate in a fast-paced and demanding environment, where distractions are abundant. By adopting a mindset of focus and mindfulness, they can make better decisions, improve productivity and develop a deeper understanding of their business landscape.

Athletes recognize the direct connection between physical health and performance. They prioritize their wellbeing through proper nutrition, exercise and rest. CEOs often neglect their health due to work demands, but by thinking like an athlete, they can recognize that taking care of their bodies is essential for sustained high-level performance.

CEOs who prioritize their health are better equipped to handle stress, make critical decisions and lead their companies to success.

Studies have shown that regular exercise and a balanced diet improve cognitive function, boost energy levels and enhance overall wellbeing. CEOs who prioritize their health are better equipped to handle stress, make critical decisions and lead their companies to success.

Athletes thrive in competitive environments and possess a burning ambition to excel. Similarly, CEOs can embrace healthy competition and channel their ambition to drive innovation and growth in their organizations. By setting ambitious yet achievable goals, CEOs can inspire their teams to push boundaries and achieve extraordinary results.

On sports teams and within companies, there are great practitioners — and then there are great leaders.

A great practitioner might shine when times and circumstances are stable and predictable; however, in times of disruption and uncertainty, it’s the great leaders and their organizations who flourish and achieve success through the headwinds.

Lionel Messi: Perseverance, Collaboration And Shared Purpose
Lionel Messi’s journey to World Cup glory is a story of patience, persistence and trust in his team. Messi’s career had been filled with triumphs, but one elusive goal — the FIFA World Cup — remained out of reach for years.

In 2022, at age 35, Messi finally achieved his dream, leading Argentina to victory. Though Messi’s individual brilliance was pivotal, his teammates played equally critical roles: Ángel Di María scored crucial goals, Emiliano Martínez made game-saving stops, and the entire team rallied behind their captain.

The lesson here is powerful: even the most talented individuals cannot succeed alone. Greatness is a team achievement built on trust, collaboration and shared purpose. As Messi’s team worked together seamlessly on the world’s biggest stage, so too must the team members within any organization—whether in sports or business—unite to achieve its goals.

Finally, trust is key. The athlete needs to believe that the coach is the right person to guide and challenge them. If they don’t trust their coach, if they don’t believe the coach has their best long-term interests at heart, the relationship is not going to get the best out of them – consistently, on a sustained basis.

Trust is equally as important in leadership. Particularly in times of uncertainty and times of rapid growth, building trust within your teams and organisations is vital if you want to get the best out of your people over the long term, and enable them to achieve more than they thought possible.

We all know that trust is critical in order to build positive, sustainable workplace cultures. It is the foundation that upholds all of the values — such as respect, honesty and commitment — that build a productive workforce.

Cultivating trust between employees and leadership is a process that builds over time based on consistently achieving mutual benefits and goals. It is a two-way street: Employees must believe that their leaders have the experience, skills and knowledge necessary to guide their teams, while leaders must have the confidence that their employees will support and accept their guidance to make the organization successful.

Vince Lombardi an American professional football coach and executive in the National Football League once said “It’s easy to have faith in yourself and have discipline when you’re a winner, when you’re number one. What you got to have is faith and discipline when you’re not a winner.” – highlighting the importance of trust and faith in oneself and others during challenging times.

This article is the expressed opinions and collaboration between two senior-level industry board professionals on their views and perceptions on the subject matter.

Geoff Hudson-Searle is a senior independent digital non-executive director across regulation, technology, and internet security, C-Suite executive on private and listed companies, and serial business advisor for growth-phase tech companies.
With more than 30 years of experience in international business and management he is the author of seven books: Freedom After the Sharks; Meaningful Conversations; Journeys to Success: Volume 9, GOD in Business, Purposeful Discussions, The Trust Paradigm and Scars to Stars Volume 3 and lectures at business forums, conferences, and universities. He has been the focus of radio/podcasts and TV with London Live, Talk TV, TEDx and RT Europe’s business documentary across various thought leadership topics and print media with The Executive Magazine, Headspring/FT, Huffington Post, The Sunday Times, Raconteur, AMBA, BCS, EuropeanCEO, CEOToday across his authorisms.
A member and fellow of the Institute of Directors, associate of The Business Institute of Management, a cofounder and board member of the Neustar International Security Council (NISC) and a distinguished member of the Advisory Council for The Global Cyber Academy. He holds a master’s degree in business administration. Having worked for corporate companies Citibank N.A, MICE Group Plc, Enigma Design, MMT Inc, Kaspersky Laboratory, Bartercard Plc, and RG Group around the world, Geoff has vast international experience working with SME and multinational international clients. International clients with which Geoff has worked include the British Government, HP, Compaq, BT, Powergen, Intel, ARM, Wartsila Group, Atari, Barclays Bank, Societe Generale, Western Union, Chase and Volvo.
Geoff has worked in a broad range of industries including software, technology and banking which has given him a range of different experiences and perspectives of what can work, the importance of good people, process and how these can be applied and amplified to deliver results in different scenarios and paradigms. Geoff is known for bringing in a fresh viewpoint and sometimes challenging the status-quo with a strategic approach delivering successful change management programmes and launching companies and products internationally that deliver results. Geoff’s areas of expertise lie in brand strategy, business communications, business integration, business development and improvement, capital raise activities, pre-IPO planning, capital raise transactions, M&A with full P&L responsibility, which ideally equips him to strengthen global companies, develop SME and international business, and marketing strategies.
The Trust Paradigm
At Amazon on all formats including Audible: buy now
LinkedIn: https://uk.linkedin.com/in/geoffsearle

Dr. Beatrice Constandache is a member of the International Association of Ultrarunners (IAU) Medical Committee, contributing to safety and innovation in extreme endurance sports. She has co-authored academic work including The Olympia Declaration (Current Sports Medicine Reports, 2019).

Her education includes a medical doctorate from Carol Davila University of Medicine and Pharmacy (Bucharest) and post-graduate clinical training in Romania, Italy, and Germany, including internal medicine, dermatology, and nephrology.

Languages spoken: Romanian (native), English, German , French, Italian, Spanish

Areas of expertise: Sports Medicine • Regenerative Medicine • Concussion & Performance Recovery • Multilingual Medical Education

As a renowned sports medicine specialist and IAU Medical Committee member, she brings over 15 years of clinical excellence to our academy.

Her pioneering approach integrates cutting-edge techniques with personalized medicine to optimize athlete performance and recovery. Dr. Beatrice Constandache

Founder & Medical Director – Luz Innovations Medical Academy

She is a board-certified Sports Medicine Specialist with a unique career that bridges elite international sports, regenerative medicine, and education. As the visionary founder of Luz Innovations Medical Academy, she empowers clinicians, coaches, and health leaders to master cutting-edge approaches to performance and cellular regeneration.

With over a decade of hands-on medical leadership at Olympic-level events, Dr. Beatrice Constandache has served as a team physician for the Romanian National Rugby and Athletics Teams, providing expert care at more than 30 world-class competitions including:
• IAAF , World Athletics and European Athletics Championships
• World Rugby Under 20 Trophy , World Rugby Under 18 etc.
• World Mountain Running and Cross Country Championships etc.

She is a respected medical educator in sports trauma and concussion management, having trained over 1,000 professionals across Europe through World Rugby First Aid and Anti-Doping programs.

Linkedin: https://de.linkedin.com/in/dr-beatrice-constandache-2650639b
Website: luzinnovations.com

There has been much discussion around happiness and the opening of our hearts to truly experience passion and energies which have a profound effect over our ability to elevate our emotions and increase productivity, relationships and success in life.

I have written extensively on the subject of happiness with articles such as “What is Happiness?”, “The pursuit of Happiness…”, “Is rhythm the human connection of happiness!”, “What is happiness? (cont.)” and “Happiness explained……” – plus many more subjects around love and relationships in today’s world.

Recently, one of my associates, Camil Khoury, discussed ‘Happiness Leadership’ – he went on to say: “Are you happy?” The pattern I’ve observed — especially among those who are objectively successful — is striking. The most common answer is: “Happy? Maybe not. But I’m comfortable.”

Happiness. We talk about it a lot. But how do we actually create it? Not just for ourselves, but for those we lead? As leaders, our influence shapes the well-being of our teams. A happy leader inspires and motivates. So how do we build happiness in a leadership role?

Happiness is what fuels success, not the other way around. When we are positive, our brains become more engaged, creative, motivated, energetic, resilient, and productive.

Creating and being in a “psychologically safe environment” can provide for an incredibly positive experience for everyone. Being open and vulnerable can help leaders and their teams remove their masks and reveal their true selves. It also encourages everyone to become more self-aware of their strengths and areas they could adjust, which in turn can lay the groundwork for new learnings by setting goals—but not just any goals.

A good leader sets ambitious, challenging goals for themselves, then thinks through how they can inspire others to do the same by example, leaders harnessing these and related methods for improving their team’s confidence, vulnerability, self-awareness, and goal setting can achieve something that many workplaces still struggle with: happiness.

It seems that everywhere you look there is a new book of Happiness Experts, recently I read about positive psychology which is a branch of psychology, that focuses not on fixing what’s wrong but on enhancing what’s right. Martin Seligman, a professor at the University of Pennsylvania, is considered the father of positive psychology. His key insight was that instead of solely diagnosing problems, we should also focus on what makes life fulfilling.

Rather than concentrating on diagnosing and treating mental illnesses, positive psychology aims to cultivate well-being by emphasizing what makes life meaningful and joyful. This approach shifted the field from merely alleviating suffering to fostering positive emotions, accomplishments, and a sense of purpose. It’s about understanding the building blocks that lead to flourishing lives.

This perspective gave birth to the PERMA model — a simple, practical framework that outlines the five pillars of happiness and well-being: Positive Emotion, Engagement, Relationships, Meaning, and Achievement. As leaders, we can use them not only to foster happiness in ourselves, but especially to create happier, more engaged teams.

Let’s break down each component and talk about how to bring it into the workplace.

I watched a film recently, “Hector and the search for happiness”

This endearing movie is about Hector, a successful young psychiatrist, who wants to know what happiness really means. He has this innate ability in being good in talking to people until he realized that he’s not becoming much of a help to his patients. He begins doubting himself which eventually resulted in him questioning his own happiness then he started to become depressed.

Taking the advise from one of his patients, he set off and took a holiday. He decided to take this opportunity to refresh himself and also look for what’s really the meaning of happiness that he can eventually use to treat his patients. No country was mentioned as to the countries that Hector visited but based on the descriptions, the first one is probably in Asia, then a country in Africa and some place in the Americas.

His first stop is somewhere in China where he plans to consult an old monk about his search. In there he meets an old school friend who is very successful in his field , a beautiful Chinese young girl who works as a prostitute that became both the cause of his happiness and sadness.

Then he found himself somewhere in Africa where he was introduced to the lives of the poor, he meets a drug carted boss, gets kidnapped by local criminals and meet a young and beautiful woman whom he shared a night with.

His next stop is somewhere in the Americas where he meets a renowned Professor of Happiness to show him his list that he has written during his travels. There Hector learned that happiness can be measured through methods employing calculations. Then lastly, he found himself back in the first country that he visited where he tied-up loose ends and fulfilled a promise.

As he travelled to different places and talked to locals, his observations became his guide in making his list for what makes people happy. The film offers a lot of insights about happiness. Like for instance, the reason why some people seems more happy and positive than others is because some people have more gifts for happiness. In his journey, Hector came up with a total of twenty-three lessons on happiness. The lessons are weaved well into the story. It includes being with people that you love, your attitude and outlook in life, material wealth, having a job you love and appreciating the place where you’re at among others.

A great book that I read in 2005 is “Happiness: Lessons from a new science”, by Richard Layard.

In a nutshell, ‘Happiness’ is a summary of the scientific study of happiness. It is possible to measure it, argues Layard, and we can work out what causes more of it and less of it. Thus equipped, we should structure our society around those things that make us happy. “Here we are as a society,” writes Layard, “no happier than fifty years ago. Yet every group in society is richer, and most are healthier. In this new land of opportunity, what are we not doing that we could?”

There is some brilliant cultural analysis here, as Layard picks apart what drives our culture. Individualism, status, competition, all things proven to make us unhappy, but pursued nonetheless, written into policy in the form of performance related pay or schools rankings. For this, Layard blames the unholy synergy between Adam Smith and Charles Darwin: “From Darwin’s theory of evolution many people now conclude that to survive you have to be selfish and to look after No. 1: if you don’t, you get taken for a ride. From Adam Smith they also learn, conveniently, that even if everyone is completely selfish, things will actually turn out for the best: free contracts between independent agents will produce the greatest possible happiness.”

Under the guidance of this free market philosophy, our current society revolves around the idea of growth, of having more. As Layard points out, we are no happier now than we were fifty years ago, even though our incomes have doubled. Although being poor can be miserable, and an increase in income can lead to an increase in happiness, that ceases to be true once our basic needs are met. In the developed world, our needs were some time ago. Our continued pursuit of economic growth may now be working against our dreams of happiness.

Instead, we should unite around a new vision of the common good, using Jeremy Bentham’s principle of the greatest happiness for the greatest number of people. So, we should monitor happiness as well as, or instead of, GDP. We should ease inequality, and help the poor. Since mental illness is one of the leading causes of unhappiness, we should do everything we can to prevent it. Family and relationships are the most important factor in happiness, so flexible working, shorter working hours, and better child care are important. Community should be encouraged, so anything that brings people together should be supported or even subsidised. Advertising to children should be banned. On a personal level, avoid comparing yourself with others. Appreciate what you have. Seek to ‘do good’, rather than ‘do well’.

You could break happiness down into three key points:
1. Happiness and strong relationships are vital for mental and physical health and key to wellbeing.
2. Types of happiness include momentary joy, which contrasts with deeper purpose.
3. Happiness varies with culture, values, and life stages.

What is happiness

Studies are very consistent about the things that lead to a truly happy life, and the things that don’t. People on their death beds consistently say similar things about the things they wish they had done more or less of during their lives.

Certainly, life won’t always be happy. But the research shows that many people aren’t leveraging the choices they do have control over—that would drastically improve their happiness. Furthermore, research shows that happiness or joy can be found during periods of suffering or setbacks.

Therefore, having authentic happiness also doesn’t mean the absence of anything bad happening. It is how we move through and respond to grief and tragedy that has a greater impact.

Finally, what is happiness? It’s a big question that has engrossed philosophers and, more recently psychologists, for hundreds of years.

It’s important to understand the question and know that the answers matter, because happiness impacts individual and group wellbeing, life satisfaction, and economic and policy-making decisions

Although happiness can be tricky to define, most would agree that it can be found in the present and over time by promoting a combination of positive feelings, satisfaction, joy, purpose, and meaningful relationships.

Interestingly enough, much of the happiness research confirms the importance of forming deep connections to our short- and long-term subjective wellbeing. The relationships we prioritize protect us from life’s challenges while allowing us to share positive emotions, such as gratitude, joy, and love.

At the end of the day, happiness in leadership isn’t just about feeling good—it’s a strategic advantage. Joyful leaders create workplaces where people want to stay, innovate, and do their best work. Companies like Zappos have built their success on this principle, proving that a culture of happiness translates into better business results.

Robert Young once said:

“See and feel who you are. Love like you have never loved before. The practical point is to live and enjoy from where you are. You can feel every movement because you are not here. The logic is only important to the body-mind.”

IBEM staged an excellent event at Wedlake Bell LLP‘s corporate offices in London on 12th June, 2025.

Trust is one of the most vital forms of capital a leader has today. Amid economic turbulence and global uncertainty, people are increasingly turning to their employers and business leaders as a source of truth, rather than their institutions and government officials.

Trust, which can be defined as a belief in the abilities, integrity, and character of another person, is often thought of as something that personal relationships are built on.

Edelman’s Trust Barometer is in its 25th year, where it continues to spotlight global attitudes towards trust. For 2025 it finds that, more than ever, there’s an absence of it. The key takeaway is that while the world’s trust levels are low in numbers, it’s trust in government is the lowest of the four categories investigated. In 2024 the UK ranked bottom in trust levels for government (39 per cent); despite rising to 43 per cent in 2025 and no longer the lowest-scoring, it remains in a distrust zone.

Trust has become an increasingly important dimension of leadership across business, government, and society. Shifts in public expectations, new technologies, and evolving institutional dynamics have challenged traditional models of leadership and trust-building.

This panel discussion examined current trust trends and explore emerging frameworks for leadership in a complex and rapidly evolving environment. The conversation will focus on how trust can be understood, assessed, and cultivated in ways that align with organisational strategy and societal expectations.

Participants engaged with different perspectives on the future of leadership and the mechanisms available for sustaining trust at scale.

Discussion Themes:
· Changing patterns of trust: emerging factors influencing public and stakeholder confidence
· Approaches to measuring and valuing trust within organisations
· The role of technology and artificial intelligence in shaping trust dynamics
· Strategies for restoring trust after reputational challenges

All images copyright of David Jensen Photography
– Gallery: https://gallery.davidjensen.co.uk/trustandleadershipinachangingworldeventatwedlakebellllp/

Featured Speakers:

Rory Copinger-Symes CBE
After 37+ years of service in the UK Royal Marines, including a final posting with U.S. Indo-Pacific Command in Hawaii (2016–2020), Rory retired as a Brigadier in 2021. Since then, he has built a diverse portfolio across business, consultancy, and leadership development.
The founder of Commando Spirit, a premium alcohol brand inspired by the values of courage and resilience. He serves as a Senior Adviser to Bondi Partners (Australia) and SecureCloud+ (UK), and as a Non-Executive Director at Halo International Group, supporting Defence, security, and government sectors with advanced capabilities. He also work with Quirk Solutions, helping boards and senior teams navigate complexity and lead with clarity. Rory remains committed to giving back, serving as a Trustee of the Royal Marines Charity and Chair of the Old Pangbournian Society.

https://www.linkedin.com/in/rory-copinger-symes/

Geoff Hudson-Searle
Non-Executive Director, C-Suite Executive, Serial Business Advisor for Growth-Phase Tech Companies, and Best-Selling Author
With more than 30 years of experience in international business and management he is the author of seven books and lectures at business forums, conferences, and universities. He has been the focus of radio/podcasts and TV with London Live, Talk TV, TEDx and RT Europe’s business documentary across various thought leadership topics and print media with The Executive Magazine, Headspring/FT, Huffington Post, The Sunday Times, Raconteur, AMBA, BCS, EuropeanCEO, CEOToday across his authorisms and has been a regular lead judge at the UK’s business premier awards event, The Lloyds Bank British Business Excellence Awards which is the UK’s most prestigious awards programme celebrating the innovation, success, and resilience of British business.

https://www.linkedin.com/in/geoffsearle/

Richard Moir

Richard has been a firm believer in the value of the Chamber movement and active participant in The London Chamber and several bi-lateral Chambers/associations for many years usually as Director, Board member and Founder.

For example, The Belgrade Wealth Forum was one of his initiatives and he has on going interests particularly concerning inward investment and related service providers. As a market access and international business development specialist, Richard has an eclectic skill set and up to date knowledge in order to facilitate business and is recognised as an empathetic multicultural facilitator with wide sectoral understanding.
As a self-employed ‘strategic advisor’ he is currently retained, and has been for several years, by a wide cross section of companies, Harod Global investigative solutions, WakeUp Capital, NTLTrust, AltiaIntel and Dominion of Canada Rifle Association.

Plus pro bono activities for The Entrepreneur Studio, London Board of Crime Stoppers and other mentoring activities for young people. By way of background: Richard was born in Bermuda. His family, originally from Scotland/Ireland, moved to The Bahamas in 1958. His nationality is British. He attended boarding School in Edinburgh Scotland from 8-17. Clifton Hall and Merchiston Castle. Subsequently: York University, Glendon College, Toronto Canada. BA Hons. London School of Economics. MSc.Economics. Also attended The Sorbonne and Institute of Political Studies, Paris. Trained in International Private Banking and portfolio management Geneva Switzerland. BearBull/CMF, Geneva, Paris, Nassau. Lloyd’s Bank, NatWest Monte Carlo, Monaco. Private Banking Management .JH Minet. Lloyd’s of London Insurance brokers. International market access specialist, Lloyd’s market Insurance exams. The Sovereign Group. International market access strategic advisor. Financial services. Harod Associates. Global investigative solutions. Integrity and due diligence investigations. Memberships and other associations: Chartered Institute of Public Relations, Caledonian Club, Worshipful Company of World Traders, Institute of Strategic Risk Management, All party Parliamentary Group for International trade and logistics.

https://www.linkedin.com/in/richard-moir-a444667/

Kruthika A. Bala

Kruthika A. Bala brings over two decades of experience driving growth, innovation, and impact across the global energy ecosystem, including industrial, energy, climate and natural resources. Based in London, she is the Managing Director of Resources Now, where she leads advisory and consulting on a range of issues including nuclear technologies and supply chain, natural gas markets, responsible mineral supply chains, energy geopolitics, and the energy transition.

With previous leadership roles at J.S. Held, Eurasia Group and Frost & Sullivan, Kruthika has led strategic engagements with executive teams in navigating multifaceted geopolitical, market, and sustainability challenges.

Kruthika regularly contributes to the discourse on energy, climate and the evolving global resources landscape. In addition to her executive and advisory board roles, Kruthika serves as Vice Chair of the Women’s Energy Network Alliance and Head of Energy Transitions and Critical Minerals at Lean In Equity & Sustainability.

https://www.linkedin.com/in/kruthikabala/

Mark Tasker – Moderator

Mark is a partner in the corporate practice of City law firm, Wedlake Bell. He has more than 30 years of experience of advising clients on corporate transactional work in a variety of sectors including manufacturing, technology, financial services and the impact economy.

https://www.linkedin.com/in/marktasker1/

Itinerary
5.00pm: Registration
5.00-5.45pm: Welcome drinks
5.45-6.45pm: Thought leadership
6.45.-8.00pm: Drinks, and networking

Douglas Lines, attending the event, was quoted saying: Fostering the culture of #trust is very important in today’s corporate environment where the new normal, in most companies, are working from home or outside the organisation.

This emerging new normal demands trust among the workforce to ensure that projects are handled and completed on time with the highest expected quality of work. Designing and developing a trust culture should be the role and responsibility of corporate leadership. This is because trust will empower the workforce to do their best work and position them to adapt and embrace the dynamics of the ever-changing corporate ecosystem.

Military, commercial and academia minds showed executive prospective why businesses put an awful lot of effort into meeting the diverse needs of their stakeholders, customers, investors, employees, and society at large. But they’re not paying enough attention to one ingredient that’s crucial to productive relationships with those stakeholders: trust.

Getting back to business requires a balance of meeting various stakeholder expectations. Whether addressing consumers, employees, suppliers, or partners concerns, using a trust framework at the centre of recovery plans creates a foundation for prosperity beyond the crisis of the day.

As leaders look to in still and build trust with their stakeholder groups, they must consider the individual needs across of the four dimensions of trust: physical, emotional, financial and digital. Balancing stakeholder trust is one of the most important items on executive agendas today.

Trust is one of the most vital forms of capital a hashtag#leader has today. Amid economic turbulence and global uncertainty, people are increasingly turning to their employers and business leaders as a source of truth, rather than their institutions and Government officials. Trust, which can be defined as a belief in the abilities integrity, and character of another person, is often thought of as something that personal relationships are built on.

“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” — Stephen Covey

Trust in Leadership – Event – London, June 2025

I had the fortuitous opportunity to travel in a hot air balloon recently – the destination was Dambulla-Kandalama, Sri Lanka.

My excellent driver Shaminda drove me from Negombo to Dambulla, a very early start, but so worth the experience with Sri Lanka Balloon – https://www.srilankaballoon.com, truly magic in the air across the beautiful forestry and landscapes, a real adventure.

A hot air balloon gives us the time and space to see the world from a different perspective. You get a 360°-view whilst watching the sunrise – akin to standing on the peak of a mountain you took the time to climb up.

Experienced mountain climbers know one only gets breathtaking views at the summit.

Flying a hot Air Balloon in Dumbella

And did you know that hot air balloons were the first means for humans to fly?

We have Leonardo Da Vinci’s curiosity and ideas to thank for this. He was interested in how birds could fly for longer periods of time without constantly having to flap their wings, and started drawing gliders and the likes.

These were followed by complex calculations to understand the physics of flying. His sketches were used as an inspiration by the Montgolfier brothers for inventing the hot air balloon later on.

A balloon ride can be a great metaphor for life. There is so much we cannot control. We cannot control the direction of the wind and if we struggle against it, we will only waste our energy. When we allow ourselves to surrender to the wind we may notice the things around us in a different way. When we go up or down in the balloon our perspective will change.

The distance from which we look at something impacts our experience. When we are flying low to the ground, everything seems large and appears to be moving quickly. When you are flying high in the air, everything seems small and appears to be moving slowly. We can’t control which direction the wind blows us, but we can choose to rise above the struggles of the day to see them from a distance. When we create distance from our negative thoughts or feelings, they don’t seem so big; mountains become foothills, houses become toys, people become ants.

On our journey towards self-knowledge, our first impulse is often to turn inward, introspect and self-reflect. We give great weight to our introspections. Most of us are confident that our perceptions of ourselves are more accurate than others’ perceptions of them.

Yet psychological research tells us that introspection is often a highly inaccurate source of self-knowledge. An over-reliance on introspection sometimes trips one up and potentially decreases one’s performance, reducing decision quality and even undermining self-insight.

This distance gives us a bigger picture and often we can see things we couldn’t see before. We might notice other details or possibilities.

What I’m describing is a process called cognitive defusion which is a component of acceptance and commitment therapy and has shown to have a huge benefit on mental health and wellness. The goal is not to escape or avoid those difficult thoughts or feelings, it’s just to see them from a different angle. To create some distance, so that we are looking at them rather than from them.

Many of us learn complex information and concepts best through the use of story and metaphor. Metaphors are especially useful when understanding concepts of cognitive defusion. Finding an exercise or metaphor that works for you can be a useful tool for the difficult moments.

The hot air balloon metaphor is one of many ways to practice this technique of defusion. Other common exercises include observing your thoughts as a train on a track, or leaves on a stream, or playing with the words themselves (de-literalizing language).

I watched the pilot going up into the air streams, picking a current of wind, letting the balloon wander and then guiding it towards the landing area. This made me think of the analogy with the life path and realise that there is no correct way to approach life! Each person controls their life until reaching a destination. No matter how difficult the path, it all ends the same! It works with the concept that the universe adjusts to accommodate your decisions.

Embracing life while overcoming hurdles is a continuous learning curve. As you move forward, an open mind and self-awareness will help you respond to what the world throws at you.

You might not have got the life you wanted, but surely you got the life you needed. A life that pushed you in a direction you wouldn’t have selected on your own. A life that taught you lessons you didn’t even realise you needed to learn.

You make so much effort to control every aspect of your life. You always think you know what is best, but when you are faced with the unexpected you are left feeling distressed.

What you should remember is that life knows what is best for you. Therefore, the best thing to do is to embrace it by surrendering and enjoying the ride.

Surrendering is not considered a weakness it requires strength in order to recognize the moment in front of you while surfing the current of life. Learn to trust the process. Learn to let go. Accept what life is presenting you in any given moment.

Perhaps, I could be wrong. It is conceivable that everyone on the earth plain has a meaningful life in their own way, we all make choices, we all have dreams, and we all possess the ability to see out our individual outcomes, our purpose and trusting that the choices we make drive learning, expansion and growth.

Every leader eventually faces difficult circumstances. In these situations, perseverance, determination and courage is a must if you are to be able to achieve your goals. Without these traits, the opportunity to succeed becomes less because you don’t have the ability to persist.

There are countless examples of courageous leaders. The one thing that each has in common is their determination to continue pushing forward, despite what others believe, or what current circumstances continue to throw up at them.

The Greek philosopher, Aristotle, believed courage to be the most important quality in a man. “Courage is the first of human virtues because it makes all others possible.” When we are courageous, we step outside our comfort zone of predictability and familiarity and are exposed to new ideas. We can take in new information and broaden our understanding of the world, an important tool in overcoming adversity.

Having courage enables us to stay our course when external circumstances threaten to challenge our well-being. It empowers us to confront problems head-on, even if having doubts, rather than risk experiencing fear, resignation and victimization.

Through courage, we are better able to control our destiny and honour who we are and in what we believe. We have a chance to avoid even greater problems that might have resulted had we not been courageous.

We develop a psychological muscle when we push through fear. This muscle helps us when we need the strength and resilience to overcome or avoid adversity. The more we exercise this muscle, the more our self-confidence and faith will grow. We will feel empowered to confront problems head-on and courageous in challenging times that fill us with pain and fear.

Life is meant to take challenges and overcome hurdles and obstacles instead of having reservations on challenges. Success lies in going beyond the boundaries and leaving no stone unturned for achieving your goals. One has to read between the lines that what success lies in because pain is the only thing that tells that a person is alive.

When you believe in your purpose you can work through obstacles, overcome disappointments and endure hardship.

Everyone has a story, despite difficulties in family life, professional setbacks and extraordinary events like COVID-19. The journey of life is the learning’s, we all possess the determination, passion, drive, creativity and skills to create a foundation.

Business professionals and individuals in the great challenges of today’s business world have renewed responsibility for what business does best: innovate, invest and grow.

We are all extraordinary people and have the ability to share and provide wealth creation and richness to our surroundings – the bigger question is how much do we want to change and to be extraordinary?

In the words of Leonardo DaVinci:

“When once you have tasted flight, you will forever walk the earth with your eyes turned skyward, for there you have been, and there you will always long to return.”