Mark Hodgson
Mark Hodgson comes from an international corporate leadership background. He is one of our i4 Partners and runs his own leadership practise. A natural disruptor, he helps executives and consultants to position themselves as leading influencers. He also volunteers as a Telephone Crisis Support worker for Lifeline.
Mark is an Executive Coach, keynote Speaker and the Author. His first book is: ‘Time to Shine: Adapting who you are and what you know to succeed in the ideas economy’.
Courage – A Business Essential In Our Brave New World
by Mark Hodgson on 7 November 2016
Generally when we think about courage, we tend to picture heroic gestures, like a lifeguard running into crashing waves to save someone who is drowning. However, courage is not just about excelling at physical challenges or putting your life at risk. It can also mean having the fortit …
Ethics – At The Centre Of Being Human
by Mark Hodgson on 19 September 2016
Have you ever thought about how little we generally think about ethics? In a world that many people feel is getting worse – one that has arguably lost its moral compass, we suspect and hope that this will change. When we see the Donald Trumps of our time go largely unchallenged, despi …
Influence – All We Have When Authority Has Left The Building
by Mark Hodgson on 31 August 2016
How do we make ourselves heard in a world and a marketplace where everyone is shouting? That’s a question we need to answer, both to win in a commercial sense, but also perhaps to create our own sense of calm and purpose.
Curiosity - The Key To Your Future Success
by Mark Hodgson on 11 August 2016
One of the emerging ‘hot topics’ is the increasing awareness that computers and artificial intelligence are going to transform our world more rapidly and profoundly than we thought possible.
Generosity - Why It Is Good For Your Bottom Line
by Mark Hodgson on 15 July 2016
When people learn to think beyond themselves and are able to develop a generous approach towards those around them, a sense of collective energy is generated. This translates into the willingness to contribute to the ‘cause’, whatever this might be.
A New Leadership Model For The VUCA World
by Mark Hodgson on 1 June 2016
Einstein is famous for his saying that the definition of insanity is doing the same thing over and over again and expecting different results. Yet some of the smartest people in our businesses do exactly this. When it comes to leadership training, we have learnt very little. For the m …
Preparing Ourselves For High Performance
by Mark Hodgson on 19 May 2016
Performance is probably the most common word in the business lexicon. We have performance indicators, performance management, business performance, personal performance and of course high performance. Performance is at the heart of what we strive to achieve as leaders – for ourselves …
Putting Agility At The Heart Of Everything
by Mark Hodgson on 4 May 2016
When we talk about ‘Command and Control’ leadership models, we often use examples derived from the military. We envisage a small number of Generals defining objectives, creating strategies and then handing down unquestioned orders through the ‘chain of command’ to mobilise thousands o …
Bringing Out The Greatness In Others
by Mark Hodgson on 30 March 2016
My favourite definition of leadership is: “The role of a leader is to bring out greatness in others.” I was sad to learn of the recent death of George Martin. A gifted musician, producer and composer, Martin was better known to many as ‘the Fifth Beatle’. If anyone could lay claim to …
Re-thinking What Winning Looks Like By Mastering Collaboration
by Mark Hodgson on 11 March 2016
Collaboration is one of those bingo buzz-words that gets tossed around organisations like confetti. It implies ‘teamwork’ and that ‘we’re all in it together’... Which of course is how it should be – it is just rarely true.
Mastering Innovation
by Mark Hodgson on 10 January 2016
Most of us have now had direct exposure to the impact of the VUCA age. No longer just an interesting theory, the impact of increased Volatility, Uncertainty, Complexity and Ambiguity is seen in heightened competition, lost jobs, new ways of working (contract and remote) and greater le …
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