Latest news with #TomRoberts
Yahoo
21-05-2025
- General
- Yahoo
Man donates Second World War air raid bell to West Cumbrian town crier
A MAN has donated a historic bell to the Whitehaven town crier. Tom Roberts had read in The Whitehaven News about Marc Goodwin, the town crier, breaking his bell, and has decided to donate one to him. The crier's bell came unstuck at Muncaster Castle when Marc swung it with vigour, and the clanger flew off into the crowd. Thankfully, no one was hurt, and Marc thinks he knows what was behind it. He said: "It was Tom fool, I'm sure of it. Muncaster's legendary jester would have loved that, and I'm sure his ghost had some influence on the day." Tom Roberts has now given a Second World War air raid bell to Marc on loan. The bell dates back to 1939. Marc has used it in his most recent shout about The Beacon's pop-up exhibition of the lost pubs of Whitehaven. Louise Savage from the Town Crier committee said: "It was a really lovely gesture by Tom, and I'm just keeping fingers and toes crossed that Marc cuts down on his Weetabix while using the replacement bell." For more information about the town crier or to contact him, follow his Facebook page.
Forbes
06-05-2025
- Business
- Forbes
Why Cutting Leadership Support In Chaotic Times Is A Strategic Mistake
Tom Roberts, Founder of Cranberry Leadership. Coaching global leaders to adapt, lead, and thrive globally. getty 'If the world's on fire, don't hand your leaders a smaller hose.' Predictability is the business sweet spot. In a perfect world, strategy follows logic, market conditions hold steady and leadership decisions are made with clean data and clear visibility. But that world no longer exists—and may never return. Today's senior leaders are navigating a swirling fog of global ambiguity. Not the normal kind, but a real shaking of global economic patterns and alliances. The political and economic rules they used to rely on are shifting. Predictable patterns—quarterly forecasts, regional trends, even internal team dynamics—have gone sideways. The sense of rhythm, the ability to plan three steps ahead, has eroded. And when predictability disappears, so does something else: peak performance. Because decision-making at the top isn't just about data or instinct—it's about mental sharpness. Emotional clarity. The ability to think fast under pressure and still sleep at night. That kind of leadership thrives on stability. It needs a runway. It needs rhythm. But when predictability breaks, something else creeps in. Quietly. Subtly. Ambiguity. And its two enablers: indecision and wait-and-see. These are not benign forces. They are corrosive. They slow teams, stall momentum and leave high-potential leaders paralyzed just when their clarity is needed most. And the corporate reflex in times like this? Cut costs. Delay programs. 'Let's ride out the storm first.' That instinct might be understandable, but it's deeply misguided. Because when you pause investment in your leaders during uncertainty, you're not just saving money. You're creating risk. I've Lived In The Most Extreme Fog I know what it's like to lead through ambiguity—not from a whiteboard, but from inside the storm. Personal: In 2009, I took my first expat assignment in Japan. Not long after, my wife underwent emergency surgery and spent five hard months in the hospital. I had an eight-year-old daughter at home, asking questions I didn't always know how to answer. For two of those months, the hospital wouldn't even let her visit. I was navigating a new country, a new leadership role and a family reality held together by duct tape and denial. National Catastrophe: Then came the earthquake. On March 11, 2011, the ground shook, the sea surged and the nuclear reactors in Fukushima failed. My son was not yet a year old. He was a premature baby who needed formula—formula that required clean water. The doctor told us, 'Don't use the tap.' So, I rode my bike in 10-mile loops across Tokyo, searching for bottled water that no longer existed. Political: And just as the aftershocks began to fade, we moved to Korea, on the very day Kim Jong-un took power. Weeks later, North Korea shelled Yeonpyeong Island. Tensions were high. One U.S. general pulled me aside in what was supposed to be a casual chat and asked, 'Do you know what to do if the shelling reaches Seoul?' That wasn't an abstraction. It was a standing thought I carried into every meeting, every coaching session, every dinner with my team. I had to lead through that. And here's what I can tell you with absolute certainty: In that fog, I didn't need more dashboards or HQ pep talks. I needed someone to talk to. A second set of ears. A coach. A guide. Someone who could hold space for the impossible questions without judgment or consequence. But I didn't have that. So, I stewed. I second-guessed. I carried weight I didn't have to—alone. Support doesn't remove the fog. But it gives you enough visibility to move. And when you're operating outside your cultural comfort zone, with geopolitical chaos around you and personal life on the brink? That clarity is everything. The Cost Of Withholding The Compass When the world gets messy, the instinct is to conserve—to delay investment, pause programs and hope for calmer skies. But leadership doesn't stop during turbulence. It gets harder. And here's the paradox: Just when your leaders need the most support, many companies pull it away. They cut coaching. Cancel development programs. Tell their most senior decision-makers to 'just hang tight.' But ambiguity doesn't wait. Neither do markets. And indecision—especially at the top—gets expensive fast. You don't need to flood your leaders with more noise. You need to give them clarity. Space. Tools. A sounding board who isn't in the chain of command. Because if you want smart decisions in complex times, you can't starve the decision-makers. In times of ambiguity, cutting leadership support is like flying into fog and turning off the radar. Three Principles For Leading In The Fog 1. To The Boss: Don't scrimp on leadership development—especially coaching. When things are most uncertain, your leaders need sounding boards, accountability partners and wise counsel. Coaching is not a perk—it's protective infrastructure. 2. To The Leader: Recognize the complexity. It's not just culture and quarterly goals—it's geopolitical volatility, economic turbulence and psychological strain. Beware of isolation. Keep your mentors close. Keep your coaches closer. 3. To The Team Leader: Your team is watching your body language more than your briefings. Bring confidence, but also bring reality. Create space for honest conversation about uncertainty. Ask how they're processing the world around them. Because no matter how experienced you are, they know the local ecosystem better than you do—and you can't lead it well without their insight. Final Thoughts Remember: Investing in leadership development and coaching during stable times is easy—it fits the budget and the narrative. But real leadership is tested when the future is unclear and the stakes are high. That's when support matters most. Cutting resources in those moments may feel fiscally responsible, but it strips leaders of the very tools they need to navigate complexity, make sound decisions and keep teams aligned. Don't expect clarity from the same leaders you just left in the dark. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Forbes
04-04-2025
- Business
- Forbes
Why Every Global Leader Manages Multiple Cultures At Once
Tom Roberts, Founder of Cranberry Leadership . Coaching global leaders to adapt, lead, and thrive globally. getty Most global leaders think they're adapting to one new culture, but in reality, they're constantly balancing multiple cultural forces at the same time. These forces include: • Home Country Culture: The leadership instincts shaped by upbringing and career. • Host Country Culture: The expectations of the local team. • Headquarters Culture: Corporate norms, decision-making structures and expectations. • Other Influencing Cultures: The leadership style of their boss, peer groups and key stakeholders. Many leaders face even greater complexity, managing multiple markets and teams simultaneously. Understanding and anticipating this complexity is what separates struggling expat leaders from those who thrive. Alejandro's Exhausting Mornings Alejandro, an Argentinian member of our Expat Advisory Group, faced a daily cultural balancing act. In the early morning, he would have a call with his South American team, who were high-energy, relationship-driven and open to debate. At 9 a.m., he'd meet with the Japanese affiliate, who was formal, structured and showed disagreement indirectly. At 10 a.m., he would have a discussion with the Chinese team—fast-moving, hierarchical and verbal. At noon, he'd check in with his American boss, based in the company's German headquarters. By midday, Alejandro had navigated the expectations of six distinct cultural influences: Argentina, South America as a regional bloc, Japan, China, the U.S. and Germany. Each required different communication and leadership approaches, making alignment a daily challenge. Misreading signals—such as assuming Japanese silence meant agreement—had already led to delayed decisions and growing frustration with his boss. The Science Of Intercultural Triangulation This challenge isn't abstract. Leadership frameworks such as Geert Hofstede's Dimensions and Erin Meyer's Culture Map help explain why these dynamics exist and how they impact leadership effectiveness. For example, using Alejandro's experience, let's consider the concept of 'power distance' (who makes decisions) based on broad, generalized cultural dynamics: • South America: Leadership is respected, but open debate is normal. • Japan: High power distance, but consensus building is essential. • China: Hierarchical and fast-moving. Leaders are expected to decide quickly. A leadership approach that works in one region may be ineffective—or even disruptive—in another. Now let's consider how different cultures create alignment: • South America: Passionate debate signals engagement. • Japan: Silence and nodding mean 'I hear you,' not necessarily agreement. • China: A nod may mean alignment—or just politeness. Frustration may arise if you don't decide quickly. Speed and context matter. By noon, Alejandro was unsure whether his teams were actually aligned or just eager to move on. Meanwhile, his boss grew increasingly frustrated with the lack of clarity. Understanding how different cultures express alignment would have saved Alejandro from costly miscommunication. Three Common Traps In Intercultural Leadership Failing to recognize these dynamics leads to three common pitfalls: The One-Size-Fits-All Mistake This is assuming one leadership style works everywhere. For example, Alejandro used South American debate tactics in Japan only to find that silence wasn't agreement, it was discomfort. The Constant Code-Switching Burnout Over-adapting to every audience, however, can cause you to lose your personal leadership instincts. In Alejandro's case, constantly adjusting drained his energy and left him second-guessing his leadership presence. Misaligned Expectations Across Cultures Aligning with each group individually can create unintended conflicts between groups. For example, after prioritizing consensus building in Japan, Alejandro's Chinese team saw him as hesitant and indecisive. Intercultural Triangulation: A Strategy To Avoid Miscommunication Great global leaders don't just react to cultural differences. They map, anticipate and balance them strategically—what I refer to as 'intercultural triangulation.' Here's how: 1. Map Cultural Forces Before They Affect You Don't wait for tensions to arise. Use Hofstede's Dimensions or Meyer's Culture Map to compare cultural tendencies in your key markets, including your home country, host country, headquarters, your boss's culture and key regional markets. Overlay these insights to spot gaps in leadership expectations, communication styles and decision-making norms. Awareness is 50% of the solution. 2. Share Your Triangulation Map With Teams Early In your first meetings, distribute copies of your team's unique cultural situation map. Then openly discuss cultural gaps and set alignment expectations. When cultural challenges are acknowledged early, they become shared problems rather than unspoken frustrations. 3. Build A Core Leadership Approach, Then Flex On The Edges Instead of constantly adjusting, define a leadership style that works across cultures. Alejandro could have decided to keep a consistent approach for framing decisions while adapting how he gained buy-in based on cultural norms. This would ensure clarity while maintaining flexibility. 4. Elect Cultural Guides To Help Decode Signals Engage trusted local colleagues to interpret disagreements and unspoken concerns. Rather than assuming silence meant agreement for the Japanese affiliate, Alejandro could work with a local colleague to confirm alignment after meetings—avoiding costly miscommunication. Bringing It All Together Global leaders don't fail due to a lack of skill. They struggle because they assume they're adapting to one culture when, in reality, they're managing multiple. Exceptional leaders anticipate, map and balance cultural differences—turning cultural friction into an advantage. If you're leading globally, assume you're balancing multiple cultures—not just one. The leaders who get this right define a strategy for triangulation. In my next article, I'll take this further by exploring how leaders build trust in cultures where authority, influence and credibility don't transfer automatically. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Telegraph
21-03-2025
- Business
- Telegraph
How was Britain's biggest airport brought to a standstill by a single fire?
SIR – I'm sure I am not alone in wondering how a fire in a single electricity substation was able to bring one of the world's busiest airports to a complete standstill (' Counter-terror police investigate Heathrow airport fire ', March 21). Where was the resilience planning? It is not hard to imagine what could happen to such vulnerable infrastructure in a conflict scenario. The cost of more sophisticated back-up facilities would surely be lower than the cost of this power outage to businesses and the economy. Chris Willsher Kinross SIR – You don't have to be an expert in risk assessment to see that Heathow requires more than one substation, and that each substation should be capable of powering the entire airport. Given its overwhelming importance to the British economy, why is the Energy Secretary only now saying that 'we will have to look hard at… the protection and the resilience that is in place for major, major institutions like Heathrow.' This should have happened already. The incompetence is breathtaking. Tom Roberts London SW17 SIR – The fact that the back-up generator was on the same site as the main distribution transformers is logical in one sense, but totally illogical in terms of power security. Where else do we find such an arrangement? Not at critical sites such as hospitals, I hope. Michael Marks Leominster, Herefordshire SIR – In the week that Heathrow Airport was put out of action by a substation fire, we received a letter from BT telling us that our copper landline was going to be replaced with, in effect, an internet-based telephone service. The letter went on to say that, in the event of a power cut or loss of internet connectivity, the phone would not work – even for 999 calls. Is this country asleep at the wheel? We need to wake up and have a serious conversation about the resilience of our infrastructure – now.
