Media

Manchester Evening News - June 2008

Damian lights path

WITH a little help from the biggest names in world sport, author Damian Hughes is following his famous father ensuring the best of opportunities for young boxers at the Collyhurst and Moston Lads' Club.

Dad Brian 68, has been chief coach at the club on Oscar Street, Moston for 45 years.

As well as training champs such as Pat Barrett and Robin Reid, Brian has helped hundreds of youngsters learn discipline from the ring - and it was partly because of his work with young people he was honoured with an MBE in 2000.

Brian also found time to become established as a distinguished author of sport books, work which fired the imagination of son Damian, who himself has written two books with a third out next month, that centre on making the most of your life.

And for every book Damian sells - and there have been over 10,000 - a percentage of the takings goes to the club that is so close to their hearts.

Everyone who is anyone in sport or in the business world knows or has helped Damian. From Fergie to Sir Richard Branson, from Sir Bobby Charlton to Angelo Dundee, they have put their names to Damian's books Liquid Thinking and Liquid Leadership.

So how did it all begin for the Oldham Hulme Grammar School boy who played for England School Boys Under-16s? Damian naturally enough had high hopes of making it as a pro footballer and was on the books at Nottingham Forest when Brian Clough was manager but the legendary boss seemed more interested in his dad and all things boxing.

It was Damian himself who decided he was more interested in coaching football. He said: "I began to realise I didn't have the ability to get right to the top in the game. I probably lacked a bit of confidence in my own ability."

Entrepreneur

He opted to take A-levels and play semi-pro football at Mossley, Guiseley and then Buxton. He worked for the Bobby Charlton coach soccer schools and even spent time in Greece studying for a Classics degree.

He began writing for a living after landing a job in human resources for Unilever based in South Africa. His first book Liquid Thinking features an interview with Richard Branson, who also wrote the foreword in which the entrepreneur says he's flattered to be chosen as a role model.

Nobby Stiles in his testimony reveals that in 1966 just before extra-time in the World Cup final, Sir Alf Ramsey told the England team that they had the chance to "step forward and achieve their ambitions over the next 30 minutes."

Sir Alex Ferguson in his foreword to Damian's second book writes that United players have established a reputation for being tough but also for playing fair which the United boss says is a discipline he has worked hard to instil in them.

Adding: "I believe that is a fundamental requirement to get through life."

Fergie adds: "Before I got to where I am today I had to have a beginning and I believe that I had a great upbringing to prepare me for my later years. I have many recollections which I fall back on from my childhood and a lot of them help to create the foundation of my character and personality as a leader.

"Everyone played football and it was always a competitive environment but this healthy competition created a will to win but encourages real leadership qualities to emerge.

"This taught me discipline and a loyalty to friends and it was also responsible for the drive and perseverance which you need to be successful and these traits have never left me, simply because I could not let down those who helped me all those years ago; they invested their time in me and I believe in fulfilling that sacrifice."

Praising Damian's work, Sir Alex adds: "The important thing to succeed is a real work ethos, discipline, determination and a respect for others."

Damian who lives in Sale is, like all authors, a little reluctant to give too much away about his next book which is entitled Liquid Thinking: Survival Guide to Change but it does feature an insight to the world of Tiger Woods through his caddy Steve Williams.

Northern Leadership Forum

Listen to and download an exclusive interview with Damian talking about the best selling book Liquid Leadership by clicking here.

Then listen to an exclusive interview with Damian Hughes discussing his work with Liquid Thinking by clicking here.

Passionate People

http://www.topbriefings.com/

Damian Hughes is a former football coach who worked for Bobby Charlton and Manchester United before working as a Human Resource Director for Unilever. He has worked in Europe, America and Africa. He has written two books about the principles of success (Liquid Thinking) and great leadership (Liquid Leadership) and an award winning biography of the great boxing superstar, Sugar Ray Robinson (Peerless)

Duncan Gotobed speaks to Damian Hughes about his time at Manchester United and Unilver.

http://www.topbriefings.com/

Personnel Today - June 2006

Bring me sunshine.

Unilever may be facing criticism as a corporation for being too conservative, but a change management programme at its factory in Port Sunlight has made great strides forward...

Read more about Liquid thinking here.

The Sun - June 2007

GB do it Tiger and Ali way
 
 
TIGER WOODS and Muhammad Ali have been helping Great Britain’s rugby league stars.

Bizarre heckling from their own team-mates has also been getting the Lions psyched up.

The two new schemes are the brainchild of sports psychologist Damian Hughes.

He was employed to help inspire the players for last night’s Frontline Test against France
and also to prepare them for the autumn Test series against New Zealand.

Hughes said: “It can be really beneficial if players practise visualisation. You focus on
the things you can control.”

Though legends Woods and Ali have not been with the camp in person, they have been there in
spirit.

Hughes has had the Lions going through similar focusing techniques to those Woods learned as
a youngster.

He added: “When Tiger Woods started out, his dad would first get him to imagine what he was
going to do.

"He would then go out and practise that. At the same time, his dad would be dropping golf
bags behind him and popping balloons as he was about to take a shot.

“It was all about training Tiger’s mind so he could stay focused, no matter what the
distractions.

“I have had the Great Britain team practising their putting. They’ve been visualising what
they were going to do and then trying to do it as the rest of their team-mates heckled them.

"It’s a way of helping them stay focused at all times.”

Hughes has also encouraged the national squad to take a leaf out of former world heavyweight
champion Ali’s infamous bold predictions.

He declared: “Ali made 19 predictions in his career, stating in his rhyming slang when and
how he’d knock out opponents.

“He got them exactly right 17 times. It was no coincidence. He would make his prediction,
visualise it and work backwards from that point in his preparation. He knew exactly how a
fight would pan out.”

People Management Magazine - February 2006

A ray of sunlight

Much has changed at Port Sunlight since William Lever built the garden village to house his workers. But the Victorian industrialist would probably approve of Unilever's efforts to keep its workforce happy and engaged...

Read the full article featured in People Management Magazine.

Manchester Advertiser - June 2006

Stars say the omens are good for Damian’s book

HOW many times have you stopped yourself from doing something with the words: "It’s impossible?"

No lies, but everyone will have uttered those words at some time in life.

But is that task impossible, be it in general life or sport?

A book now on the market suggests nothing is beyond the realms of possibility if people are in the right frame of mind and believe they can do whatever it is must be done.

Click here to read the full article.

Daily Telegraph - May 2007. Ferguson truly an emperor of the dugout

Click here to read the full article.

Amid all the sounds of champagne corks popping at Old Trafford yesterday, a toast should be made to a certain Frenchman, and we are not talking about Eric Cantona, whose boldness of spirit still beats within Red hearts. Manchester United fans should raise a glass of France's finest to Napoleon Bonaparte, whose leadership principles have stirred Sir Alex Ferguson this season.

Napoleon's maxim that "a leader is a dealer in hope'' has echoed within Ferguson, the last emperor of English dug-outs. One of life's natural optimists, and a master at using adversity to forge dressing-room mettle, Ferguson has again been a beacon of belief to his players. All Chelsea's might and money could not live with the sense of mission Ferguson instilled in Wayne Rooney, Cristiano Ronaldo and company.

United's darkest hours have come only on the rare occasions when Ferguson has questioned himself, when briefly announcing his retirement six years ago and after that traumatic loss to Benfica 17 months ago. Usually the driven Scot has been the embodiment of conviction, truly a "dealer in hope.''

Cantona experienced Ferguson's greatest quality when talked out of quitting Old Trafford. Prove the critics wrong. Prove yourself right. Show your class. David Beckham also received a visit from the dealer in hope as he struggled to cope with his post-France 98 vilification. Ferguson made Beckham believe again. Yet another No 7, Ronaldo, was also inspired by Ferguson in the wake of Gelsenkirchen. Rooney, too, was reinvigorated by United's motivating force, such an effective mix of teacup and compassion.

Cleverly, Ferguson applied Napoleon's adage to the Rooney-Ronaldo issue, even calling his coaching staff together pre-season and telling them to use this Press-stoked storm to stiffen their resolve. When it comes to dealing in hope, Ferguson keeps laying down aces.

Such places remind Ferguson of his callow years in Glasgow, attending the Harmony Row Club with its hungry football teams. When Damien Hughes, son of Collyhurst and Moston's boxing coach Brian, asked Ferguson to support the club, the United manager invited him to Carrington, outlined his views on management, and has now written the foreword to Hughes' book, Liquid Leadership, helping raise club funds.

"When I met him, he kept stressing that all setbacks were temporary, that Chelsea's ascent over the past two years was temporary, that United will come again,'' reflected Hughes yesterday. "He never saw Chelsea's ascent as permanent.

"He discussed the importance of optimism as a manager. He suggested that Napoleon's phrase, 'a leader is a dealer in hope,' resonated with him and stressed that he continually tries to see the best in all circumstances he faces and tries to embed this into his players.

"He explained that despite the pressure and demands, he always seeks to remind his players of the need to have fun and enjoy the experience, a fact he cites for his own lengthy tenure at the club. It was his desire for the players to have fun that surprised me - that seemed at odds with the public image of Sir Alex Ferguson.

"Walking through Carrington with him, he had a quip for the secretaries, and some of the younger kids. He believes real learning happens best when there is a bit of fun - things like games of head tennis and that 'shooting' game.'' Target practice Carrington-style can even involve Paul Scholes trying to hit Ferguson when the manager's back is momentarily turned.

Anyone seeking the essence of United's philosophy under Ferguson could watch highlights from the Old Trafford demolition of Roma, or talk to Reading supporters stunned by United's kick-in activities at the Madejski Stadium before their FA Cup meeting.

As Scholes, Rooney and Ronaldo were on the bench, their warm-up was particularly cavalier, with the ball juggled about as if they were on the beach in Rio not on the road to Wembley. Ferguson encourages his players to express themselves, because he was urged to attack at Harmony Row.

"I believe I had a great upbringing to prepare me for my later years,'' writes Ferguson. "I have many recollections which I fall back on from my childhood, and a lot of them helped to create the foundation of my character and personality as a leader.

"Everybody played football and it was always a competitive environment but this healthy competition created a will to win that encourages real leadership qualities to emerge. This taught me discipline and a loyalty to friends and it was also responsible for the drive and perseverance which you need to be successful. These traits have never left me, simply because I could not let down those who helped me all those years ago; they invested their time in me and I believe in fulfilling that sacrifice.

"My Manchester United players have established a reputation for being tough but also for playing fair which is a discipline that I have worked hard to instil in them as I believe it is a fundamental requirement to get through life.'' As for his own leadership tenets, Ferguson added that, "the important thing to succeed is a real work ethos, discipline, determination and a respect for others.''

Hughes again. "Ferguson's - and United's - mission is to prove the rest of the world wrong. Ferguson understands the power of the sense of mission that the Italians had in the World Cup. He suggests that Manchester United is 'like a bus which never stops moving forward' and he challenges his players to prove they deserve their place on it. He tells his players that the bus is always being attacked, so they have to keep moving.'' Dealing in hope, dealing in success.

Information on Damien Hughes' book, Liquid Leadership, and the Collyhurst and Moston Lads can be found at www.liquidthinker.com

CMI Magazine January 2007

http://new.managers.org.uk/doc_docs/p26-28_Jan_07.fin.pdf

Working out what success means

If we all experienced a little more success in life perhaps we would have the confidence and drive to achieve more. But could it be that we are allowing others to define what success means for us and will this inevitably lead to failure, disillusion and discontent?

There's a line in the 1980 hit movie Fame, which goes: "You want fame? Well fame costs. And right here is where you start paying… with sweat." The trouble is in these reality TV days, fame - and sometimes fortune - seem to be pretty easily come by for those plucked from obscurity to appear on telly programmes and start "living the dream". And what is that dream exactly? Well, it seems to be based on the notion that Posh and Becks and other celebrities of stage, screen and football field live the kind of successful lives that the wannabes aspire to. And that is where the problem lies. Happiness and fulfilment are only really possible if we define our own terms for what success means and work towards achieving our goals. Take engineer Steve Byrne for example. He was one of the employees influenced by a change programme at the Home and Personal Care division of Unilever, Port Sunlight, which was spearheaded by human resources specialist Damian Hughes.

For Byrne success meant giving his children the opportunities that he never had. "He defined this as giving them access to the best possible education," saysHughes. "But the best school was in a [catchment] area where he could not afford to buy a house so, even though he had no previous building experience, he bought a plot of land and built his own house as near as possible to the school so that his children would be eligible to attend the school."

It is remarkable to think that a change programme at work could motivate someone to realise such a huge personal ambition but Hughes says there have been many other similar stories arising from the Port Sunlight programme, many of which he relates in his book Liquid Thinking (£11.99, ISBN 0955 184800).

He reports stunning benefits for Unilever too, in terms of improved productivity and performance, at the factory which manufactures liquid products - hence the title of the book.

Recent research by the Chartered Management Institute indicates that the majority of employees are still a long way from bringing their whole selves to work. Even a tiny bit of that enthusiasm that they might show for a pastime or hobby could make a real difference if applied in the workplace but the question remains, how do you switch people on to work if they don't have that spark within them?

The Institute's survey found that individuals believe their organisations are failing to help them reach their goals. Jo Causon, Director of marketing and corporate affairs at the Institute, says: "What appears to be missing is the link between understanding that achieving potential is important and the provision of appropriate training and development to ensure talents do not go untapped. It is a scenario that, if it carries on, will impact on organisational performance with individuals moving on, taking their skills and drive with them."

It is a gap that is expanding warns Causon. "More often than not development programmes are not properly aligned to the needs of individuals or the business. There is still far too much in the way of training for its own sake or ad hoc programmes that are not tailored to the longterm goals of the organisation, or the aspirations of the individuals concerned."

Hughes say that his voluntary work with youth club Collyhurst and Moston in inner city Manchester has helped him to develop an understanding of what enables people to start realising that they can and should own their own definition of success.

As an example he says: "When Robin Reid joined the club as a young kid he was absolutely frightened of stepping into a boxing ring. Gaining some respect and ability and going into school were his goals." Hughes says that over time Reid learnt to box really well and eventually competed in the Barcelona Games in 1992, winning an Olympic bronze medal before turning professional. Gaining skills in the boxing ring, or the workplace arena, gives individuals a sense of achievement and self worth. "Ask most managers and they will tell you that, from the individual's perspective, the issue is about acquiring skills so that they are able to take on new responsibilities and address more complex changes," says Causon. "They talk about having a sense of purpose in their work, achieving their goals and career development."

Setting achievable goals is the secret to long-term success. It is possible that Reid had the Olympics in his sights from the outset but he nevertheless took it one step at a time. This notion of taking small steps to achieve big goals is derived from Tao Te Ching who said: "The journey of a thousand miles begins with a single step".

In engineering circles this principle is known as Kaizen. It has gained widespread recognition and can even be applied to your workspace - see article on page 30. Dr Robert Maurer, author of One Small Step Can Change Your Life: The Kaizen Way (Workman Publishing New York 2004, ISBN 0761129235), is quoted as saying: "Think small thoughts, take small actions, solve small problems. Lose weight not by a crash diet but by eating one bite less at each meal, then, a month later eating two bites less. Start a life-changing exercise programme by standing - just standing - on a treadmill for one minute a day."

Institute research shows that 38 per cent of managers frequently look back over their career wishing they had developed new skills and one in five (22 per cent) often consider how they could have progressed more quickly by 'taking more risks'.

At the turn of the year many of us may be pondering what we could have done better in the year just past and even, perhaps, musing on the meaning of life. Author Nigel Marsh certainly did in his book Fat, 40 & Fired (Piatkus, £7.99, ISBN 0 7499 2701 1). I quote: "It seems a shame if life's all just about upgrading your car to the latest model or paying off your mortgage. The perplexing riddle of the purpose of life is perfectly encapsulated by the contrast of two of my favourite quotes," writes Marsh. The first quote is by George Bernard Shaw and includes the lines: 'Life is no brief candle to me. It is a sort of splendid torch which I have got hold of for the moment and I want to make it burn as brightly as possible before handing it on to future generations'.

The second is attributed to Danny DeVito in the film Other People's Money: 'The person with the most money does in fact cost and that happiness lies in setting your own goals, spare a thought for the people of Bhutan whose Shangri-la style peace and tranquillity was shattered in 1999 with the sudden arrival of cable TV.

Bhutan was the last country in the world to get television but it has since been blamed for outbreaks of crime, antisocial behaviour and even anorexia in the tiny Himalayan kingdom. However, once people have seen the light flickering from that box there is no turning back just a hope that they will learn how to adjust their mindsets. The experiences of the Bhutanese is one that Hughes relates to illustrate how easy it is for individuals to succumb to imposed definitions of success, from X-Factor wannabes on our own reality TV shows to disgruntled Himalayan truck drivers, perhaps dreaming that success means owning a Humvee.

He says: "In my experience most people never actually take the time to define what success means to them." But perhaps the last word on the subject should go to Hughes' father Brian, a professional boxing coach who has trained amateur, British,  European, Commonwealth and World Champions to success.

Many of the boxers he has taken under his wing had never set foot into a ring before he coached them at the youth club he founded in Manchester. Hughes senior taught himself to read and write and has written eight sports biographies, including one about Dennis Violett, one of the 'Busby Babes' Manchester United team players. This book reached number one inthe Sunday Times sports books listings.Incidentally, father and son have written a biography of boxing legend Sugar Ray Robinson, which comes out in February.

Brian Hughes says: "Find something you love doing and then do it to the very best of your ability. Don't worry about not being the best in your class, your area or your country but worry about being the best that you can possibly be and don't stop working until you can answer that question positively."

Manchester Advertiser - August 2006

Liquid thinker meets legends

Damian Hughes, successful author and coach of Collyhurst and Moston Lads Club recently shared a platform with Brazil’s World Cup winning boss Phil Scolari.

The current Portugal boss and England’s nemesis, after defeating them in the last three tournaments, spoke to aspiring young coaches on the lessons he has learned over the course of his trophy-laden career. Hughes then spoke about the successful mental habits which the world’s best players employ and which he has written about in his best selling book, Liquid thinking.

Hughes, whose father Brian is the Collyhurst and Moston Lads Club chief coach, was invited to speak after Simon Clifford, head of the famous Futebol de Salao soccer schools, contacted him after reading his book, which was written to help raise funds for the local Lads Club.

Clifford, the man whom Clive Woodward employed to work alongside him at Southampton, said:

“Damian’s book is a terrific example of the sort of thinking which we are teaching at our
soccer schools and which is helping produce the next generation of England’s football stars,
such as Manchester City’s Micah Richards.

“The book is packed with great stories and lessons which anyone, of all ages, can use to
help them achieve their own ambitions.  Liquid thinking is an inspiring read and I was keen
to get Damian on board as his messages will perfectly compliment the lessons which Scolari
and 1970 Brazilian captain Carlos Alberto shared with our coaches.”

Hughes said, “It was a great honour to be asked to speak alongside such illustrious coaches
and I picked up some tips from them, which I can bring back and use to help our own club members achieve even more success.”

Copies of Liquid thinking are available from Damian directly on 07939122120 or from the
website: www.liquidthinker.com

Oldham Chronicle. May 2006

Success? It’s all in the head . . . just ask Branson or Ali

WHAT do Muhammad Ali, Sir Richard Branson and an Oldham factory worker have in common?

A heck of a lot according to former Hulme Grammar School pupil Damian Hughes, author of a new book about success and how to achieve it.

Damian (30), from Chadderton, is the brains behind Liquid Thinking, a step-by-step guide to becoming a more positive thinker and finding your purpose — with the help of some very famous faces indeed.

People Management - June 2007

http://www.peoplemanagement.co.uk/pm/articles/handsup.htm?name=CIPD+conference+2007&type=section

Hands up

Voluntary work not only helps its beneficiaries – the skills and experience you gain can also be used back in the workplace to enhance your career prospects. So why not get involved?

Damian Hughes’ day job couldn’t be more different from his voluntary work at a youth club for children from deprived backgrounds and broken homes in inner-city Manchester, yet he has found his HR expertise to be invaluable.
Hughes spends an evening a week plus part of his weekends leading volunteers at the club, which was originally founded by his father to train disadvantaged young people in boxing and football.
Today the club focuses on helping young people to keep fit and equipping them with skills that will make them successful in life, as well as in sport. And, says Hughes, some traditional HR practices, including cultural change and training and development programmes, have helped it to achieve its aims. But just as his HR expertise has benefited the club, the voluntary work he has done has paid dividends to his employers.
Now an HR consultant, Hughes was until recently HR director for food solutions at Unilever and led a two-year cultural change programme at the company’s Port Sunlight factory, based on reviving the latent energy and enthusiasm of its employees. This involved setting up a training academy, empowering staff to take more responsibility, organising inspirational talks from sporting, military and business heroes, and bringing in external coaches (see “A ray of sunlight”, PM 23 February 2006).
“Most of these initiatives were inspired by my experience at the youth club, where I had seen people with apparently very little talent, ability or motivation go on to become real successes. I knew I could translate that into a work environment,” says Hughes.
Mike Emmott, CIPD adviser, employee relations, believes that HR professionals are particularly suited to volunteering. “Their people orientation means they tend to enjoy volunteering and to understand intuitively what it’s all about – essentially, building up people’s skills and confidence.”
But while there are many ways of getting involved in voluntary activities, the most successful initiatives, Emmott says, are those that are consistent with employers’ objectives, whether they be staff attraction, motivation and retention, training and development, or the desire to be seen as socially responsible.
Voluntary activities that are well planned and managed by employers benefit society, the volunteers themselves and the company,” he says.
The CIPD offers volunteering opportunities itself, as its branches are run by voluntary committees. Hannah Parker, chairman of the Coventry and Warwickshire branch of the institute, is in no doubt that involvement in running her branch has enhanced her career prospects (see panel, next page). She joins recruitment consultancy Robert Half next month as an HR specialist, having been HR adviser at West Midlands Police.
“I did the CIPD qualification when I left university in 1996, and joined the committee six years ago to help ‘give something back’ to the profession and share best practice,” Parker says. “But I have gained all manner of skills and benefits from my involvement, not least fairly rapid career progression: I was working as an HR administrator as recently as six years ago.”
Steve Dunn, HR and communications director at Scottish Power, takes a similar view of the benefits of volunteering. For the past 10 years many Scottish Power employees have been involved with learning and education initiatives for disadvantaged young people. Now, says Dunn, the company is starting to link these activities more formally with staff training and development.
“Our graduate trainees are required to spend time on voluntary activities,” he says. “Having to work with the kind of disadvantaged children to whom they would not normally be exposed opens their eyes to different worlds and teaches them how to deal with different, and perhaps more difficult, people and situations than they are used to. That creates more rounded individuals, which brings obvious benefits to the workplace.”
The BBC is another organisation seeking to link its voluntary activities with training and development. It goes one step further by marrying it with its corporate responsibility agenda. BBC Connect and Create, run by BBC Training and Development, was created in January to offer staff development opportunities through volunteering with selected partners in the community. This, in turn, is designed to build trust and forge better connections between the BBC and its audiences.
Ursula Marchese, HR and development manager at the BBC, got involved with a youth charity called Hi8us Projects as part of her initial training at the corporation. The charity had grown quickly and staff lacked the time, resources and expertise to develop HR policies and practices. So Marchese wrote an HR handbook for them. “It was a good practical way to use the skills I already had and, because I had to do lots of research, it improved my knowledge of HR and employment law,” she recalls. “I met lots of new people in the process, so it increased my confidence and my collaboration and networking skills. It definitely helped me to gain my current job last year.”
Of course, volunteering doesn’t have to be done as part of a structured programme – and, indeed, not all employers are as supportive as the BBC, which allows its staff to do community activities during work time. Individuals, their employers and recipient organisations also gain from ad hoc involvement in all manner of different initiatives – and, as Hughes says: “We are all crying out for help.”
Laura Dunn, head of HR for TalkTalk, the consumer telephone business of The Carphone Warehouse, joined the register at Victim Support after reading an article in PM last year, in which its head of HR, Roland Stainton-Williamson, called for volunteers with strategic HR experience.
She has only been involved in one case so far, a tricky mediation issue that involved spending about 30 hours over the period of a month trying to broker a compromise between two parties. It was, Dunn admits, not an entirely satisfying experience as the nature of the task meant she could only take it so far, but she “got lots of development out of it, and would be happy to do more”.
Hughes, meanwhile, believes his voluntary and paid work continue to complement each other. He has written two books, Liquid Thinking and Liquid Leadership, which distil the techniques and methods of successful personalities such as Sir Richard Branson, Sir Alex Ferguson and Jonny Wilkinson, as well as Unilever employees themselves. The proceeds from the books go to the youth club he volunteers at.
His voluntary work also gives Hughes “a huge amount of perspective”, he says. “You can easily become myopic about the myriad challenges at work. But while we are obsessing about HR planning, there are kids out there who can’t read or write or who are being abused. Being able to step out of the work environment makes you realise that success comes from allowing people to fulfil their potential.”
And allowing people to fulfil their potential is, of course, HR’s raison d’être.
 

Damian Hughes will be speaking at the CIPD’s leadership conference in London on 6 June • www.cipd.co.uk/cande/leadership. His books, Liquid Thinking and Liquid Leadership, are available from • www.liquidthinker.com

HR Magazine - September 2007

http://www.hrmagazine.co.uk/news/index.cfm?fuseaction=fulldetails&newsUID=4cce3b6b-7264-4e77-bed7-bc8a13d8d832

BROWN ... ON BUILDING LOYALTY

- Damian Hughes, founder, Liquid Thinker

'Prudence' has possibly been the term most commonly used to describe the new PM over the past decade. Other favourites often include 'hard working', 'pragmatic' and 'essentially decent'. These epithets offer an intriguing insight into Brown's leadership style.

A quick search into his background reveals these characteristics have been evident throughout his life. He will be a leader who will seek to lead by his own example rather than through rhetoric. 'Do as I do, not what I say' could be his mantra.

He is far removed from the silver-tongued 'Teflon' Tony Blair. Indeed, Blair has likened his successor to 'a great clunking fist' of a politician who will lead Labour into battle against the polished Tory leader, David Cameron. I suspect that Brown will have been quietly pleased with this description. He is renowned throughout Whitehall for his disdain for the trappings of power; he has already announced that he will not be using the traditional prime ministerial weekend retreat of Chequers,and rather than holidaying at pop stars' homes, he prefers to go back home to Scotland.

He recently declared that one feature of his leadership will be 'a commitment to listen to the people'. Don't dismiss this as mere hot air. A friend of mine, who studied with Brown at Edinburgh, once received a phone call from him in response to a letter he had written complaining about a decision taken in one of his budgets. Brown admitted that he had been unaware of the practical impact it would have on small businesses and vowed to investigate. The legislation was subsequently amended.

This could be a lesson any business leader could learn from. Brown pushes himself hard and appears to expect the same from others. Although this risks alienating some, it also inspires real loyalty from others. Talented and ambitious politicians such as David Miliband and Ed Balls are devout 'Brown-ites'.

He can appear at odds with the 'spin culture', and his body language betrays his true feelings. When he is slumped on the benches of Parliament he can look dour and troubled. When he addresses an audience, he often seems uncomfortable as his hands move constantly to bring any errant papers into line. It is as if he seeks to marshal an unruly army. He must be aware of this characteristic. Leading by example requires you to appear in complete control even if it is the last thing you feel.

- Leadership score 8/10

Liquid Thinkers - Garforth Town Football Club

http://www.garforthtown.com/content2/index.php?option=com_content&task=view&id=173&Itemid=2

Since the turn of the year Garforth have embarked on a run of one defeat in seventeen games, collecting 34 points from a possible 45 and have reached the semi-final of the League Cup. Garforth now stand in third position, a position that must be held to achieve promotion.

The reasons for this rise and improvement in 2007 are as simple as the game itself. Clifford has got his side playing winning football by conceding less and scoring more. Town are hard to beat, fiercely competitive and have a never say die spirit that has seen the team win their previous three games over a gruelling six day period.

In a fixture scheduled on a Thursday evening, The Miners reached the League Cup semi-final defeating newly promoted and free scoring (95 goals this season) Parkgate. A clean sheet and a Carrick header sealed the victory.

ffFollowing a day of recuperation a 25-yard thunderbolt from Brompton and a Kelly header secured three points against league leaders Sheffield.

A further day later a single goal from Renshaw and a hat trick by St Juste gave The Miners three points in a 4-1 victory over Thackley. A victory that put Town back into third place as their opponents slipped around them. In 2007 Town have scored over 40 goals and on average conceded 0.76 goals a game, keeping nine clean sheets.

Although Clifford has clearly done much to install his footballing beliefs into his team, there is, of course, a bit more to it. On the Friday evening before the Sheffield fixture Clifford’s preparation included a tour of Garforth pubs handing out tickets and writing on napkins when his supply of tickets ran out.

On the match day itself he commandeered the help of passing motorists travelling to the game to help with those struggling to cover the walking distance from Garforth town centre to the Genix Healthcare Stadium.

In the game Clifford played two central defenders as centre forwards, one of which had never experienced a game or a training session in his new position. It came off as Town ran off victors by two goals to nil.

That evening Clifford and assistant manager Vernol Blair were making tea and chips in a supporter’s house at quarter to one in the morning. It was a conversation in front of supporters where Clifford convinced his protégé Jason St Juste to remove a knee bandage that had supported an old injury. A day later he bagged a hat trick.

Whatever his methods Town were the only top team to walk away from the four day Easter programme with two wins, which was no mean feat. However, Simon personally felt the biggest difference was bringing in top sports psychologist, Damian Hughes, who spent time with and spoke to the players before the Sheffield game.

Damian is the author of the acclaimed book, Liquid Thinking, which looks at the methods used by great achievers. Damian has implemented his liquid thinking approach to produce outstanding results in accelerating the development of individuals, teams and organisations. Sir Richard Branson, Muhammad Ali, Johnny Wilkinson and Daley Thompson have lauded his approach.

Damian Hughes - Liquid Thinking - www.liquidthinker.com

Hughes helps NW's leading badminton stars

http://www.badminton.f2s.com/lancsj_news.htm

Sports Psychology Boost For Players
31st December 2007

A number of Lancashire's most promising players and their parents were fortunate enough to attend a session run by sports psychologist, Damian Hughes, recently. Damian talked about motivation in sport and used simple activities to show how positive thinking and mental preparation can help improve performance.

He emphasised the importance of understanding what you want to achieve from playing sport, ensuring your goals are set not just at the highest 'outcome' level (e.g. I want to play for England) but also at a 'performance' level (e.g. I aim to beat Jo Smith by Christmas) and 'process' level (e.g. I will get a higher percentage of serves in today). Pinning all hopes and aspirations on the highest 'outcome' level (with no successes at the more achievable, shorter term, more plentiful goals) makes the journey arduous and stressful, and can leave you open to crushing disappointment if it does not happen.

Damian played football as a schoolboy for Nottingham Forest and England, and is involved with the current England Rugby League team.  Many thanks to Graham Salisbury for arranging the session, which took place on 28th November at Shevington High School.

Hughes books impress in South Africa

http://www.supersport.co.za/boxing/columns.aspx?id=5808&headline=Sugar`s%20bitter-sweet%20story%20retold

Before they decided to write a book on Sugar Ray Robinson, Damian Hughes and his father Brian had to answer two important questions.
First: why should they write a book on such a legendary figure?

And: could they add anything to the numerous stories and three books – by Gene Schoor (1951), Dave Anderson (1969) and Thomas Myler (1996) – already written about Robinson?

They certainly succeeded. Their their research brought, among several things, an insight into the social era and halcyon days of boxing from the 1930s through to the 1950s.

http://www.supersport.co.za/boxing/columns.aspx?id=5808&headline=Sugar`s%20bitter-sweet%20story%20retold

The Hughes combination produced an outstanding book that should be read by all Sugar Ray Robinson fans.

Peerless – The Sugar Ray Robinson Story is published in hardcover by Cromwell Press. It has 256 pages