2. Precision strikes, blunt consequences. This week, the US launched precision strikes on Iranian nuclear facilities at Fordow, Natanz, and Isfahan - a dramatic escalation in the Israel–Iran conflict. The strikes, hailed by Washington as a deterrent and by critics as a provocation, have drawn fury from Tehran, which swiftly closed the Strait of Hormuz and retaliated with missile attacks on Israeli targets. Global markets shuddered, diplomatic efforts frayed, and regional actors braced for wider fallout. For leaders, this is a sharp reminder: decisive action can demonstrate strength - but without a strategy for what follows, it risks lighting fires faster than they can be contained. Leadership isn’t just about bold moves; it’s about foresight, timing, and knowing when force secures peace - and when it deepens the fight. Editor
3. Interest rates held, but further cuts soon. The Bank of England has held interest rates at 4.25% but signalled cuts later this year as unemployment rises and the economy slows. Six of the nine MPC members backed holding rates, while three supported a cut to 4%. Financial markets now expect a cut in August, followed by another to 3.75% before year-end. April saw a 0.3% drop in GDP, reversing early-year gains, with rising unemployment, falling vacancies, and slowing wage growth. Business confidence remains weak amid global uncertainty, including conflict in the Middle East and potential US tariffs. Energy prices are rising again, though their inflationary impact is currently limited. Labour’s government is linking its cautious fiscal stance to the Bank’s ability to lower rates and stimulate future growth. The Guardian
4. Climbing the ladder reluctantly. A new international study highlights a growing reluctance among UK employees to step into managerial roles—second only to France. Over half of British HR directors report staff turning down promotions to middle management, citing behavioural and decision-making skill gaps. Compared to a global average of 68 per cent, 81 per cent of UK HR leaders doubt their teams are ready for leadership responsibilities. While France remains the most resistant, with high conflict levels and hierarchical management structures blamed for deterring ambition, the UK mirrors this hesitancy. Cultural attitudes towards work may play a role: Britons average 1,524 working hours annually, similar to the French, and many view work more as a necessity than a path to fulfilment. These trends raise important questions for leadership development strategies. The Times
5. Introducing 10+. Did you know? According to a Harvard Business Review study, 84% of CEOs credited having a mentor as vital to their success. And yet, many leaders stop seeking support once they’re “established.” I’m exploring the launch of 10+, a new membership scheme designed for professionals who want regular mentoring, trusted guidance, and access to practical leadership insights. Members would receive either quarterly or monthly mentoring sessions with me, plus direct to access for ongoing support, exclusive leadership tips, and more. It’s ideal for anyone looking to sharpen their impact, navigate change with clarity, or simply have a confidential sounding board. I’d love your feedback to help shape the offer - please take a moment to answer the poll below. VOTE HERE