Under his hat

Blue Hat Man

 

  • Researches and writes on leadership - see Consiglieri: Leading from the Shadows http://www.consiglieribook.com

  • Teaches on London Business School degree and executive education programmes

    https://www.london.edu/faculty-and-research/faculty-profiles/h/hytner-r


 

Four subjects closest to
Blue Hat Man’s heart: 

Leadership & Strategy

Leadership commentary often under-estimates the complexity of leadership, and the specific context in which leaders are forming judgments, making decisions and implementing them. As with families, respectful conflict is inevitable (sometimes healthy), competing priorities to be expected and dysfunction to be forgiven. Effective leadership requires empathy and humility, founded in understanding - how teams behave with each other, the choices they make, how they allocate responsibilities among their members, whatever their level of experience and role. How can each team member flourish so that the team can compete and win?

 

Teaching, speaking and writing: 

  • Leading from the shadows

  • Managing up

  • Earning trust in leadership

  • Winning cultures

  • Assigning accountability, taking responsibility, making and acting on decisions

  • Outperforming the organisation's ambition

On Leadership - Washington Post

The deputy chairman of Saatchi & Saatchi talks to the Post's Lillian Cunningham about our cultural fixation with being chief executive.

Managing Up - London Business Forum Video

Leadership, says Richard Hytner, is a collective endeavour. Richard reflects on how the second-in-commands can still have influence and use that to support t...

Interview with Sir Alex Ferguson for London Business School

The world's most decorated football manager, Sir Alex Ferguson, divulges the secrets of his success to Richard Hytner, Adjunct Professor of Marketing at Lond...

Book

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Creativity & Innovation

Being creative isn’t an abstract concept or a pursuit for an exclusive minority. It’s simply a way to think through problems and do things differently. Most people rely on proven theories and models to make sense of the world and to help them predict outcomes. Whilst a successful outcome of a creative endeavour can never be guaranteed, there are proven processes, environments and methods to generate ideas, evaluate them and execute them to increase the likelihood of commercial success. If leaders fail to embed creativity into their cultures, they paralyse their people and stifle innovation in their organisation. When leaders foster a safe space in which a diverse team is cast specifically to solve a specific problem, familiar or seemingly intractable, and allowed themselves to disrupt their typical patterns of thinking, effective solutions
will follow.

 

Teaching, speaking and writing covers topics that include: