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Welcome
Welcome to Philip Beddows' blog. This is designed simply as a repository of some of Philip's published writing.
Philip is a co-Founding Partner of The Silk Road Partnership and a Founding Fellow of the Harvard based Institute of Coaching Professional Association. He is a business coach and mentor working with senior individuals and emerging leaders, typically at critical transition points in their development and/or at key moments of commercial change in their organization. His clients work in financial institutions or professional services firms, as well as the broader commercial world.
The Silk Road Partnership
All businesses and all people are on a journey. The Silk Road Partnership exists to help make these journeys commercially successful and personally fulfilling through coaching, mentoring, training and developing talent and leadership. 
Our headquarter offices are in London and Dubai and work with a wide array of partners and clients across Europe, the Gulf, India, S.E. Asia and Greater China. The partners are well established, have known each other for many years and all have a proven track record of success.
For more information about Silk Road,
or to make contact with Philip, please visit: www.silkroadpartnership.com

 To return to main pages: https://philipbeddows.blogspot.com/

Copyright © Philip Beddows 2011-2014

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A gallop through leadership

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A gallop through leadership Author: Philip Beddows Originally published in The Boardroom Magazine: July 2008 With companies spending more than ever before on leadership development, Philip Beddows ask what qualities define great leadership – and whether heavy investment to nurture them is paying off A professor from one of the world’s leading business schools recently introduced the subject of leadership with the statistic that a Google search on ‘leadership’ resulted in approximately 200,000 references and, on Amazon, over 35,000 books. At the end of the talk, one of the audience asked: “If we accept the evidence of Amazon and Google that more has been written on leadership than ever before in history, and that more money is being invested in teaching and developing leadership in business schools and via talent management programmes in organisations, are we developing better leaders?” The professor had no answer. When I posed the same question to a number of business
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Guiding Light - career mentoring for lawyers

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Guiding Light Author :  Philip Beddows Published in its original format in Legal Week (Training and Education), 3rd August 2007 During the past year or two, much has been written and spoken about the challenges facing lawyers who seek to pursue a career outside law, particularly those who seek a role on the board of a company. A recent letter to the editor of the Financial Times, written by a Birmingham lawyer in response to an article on how City lawyers could be more welcome on boards, was bold enough to state that City solicitors are simply not ‘businessmen’, and that the same could not be said of solicitors outside the City. I could hear the pencils being sharpened in reply, not as swords, but in written riposte to this inflammatory charge.  But if the Birmingham lawyer is right, the picture he painted in his letter is not always so for City solicitors. It is true that there are many lawyers who maintain close, high-level strategic relationships with boards
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Yellowstone National Park: a lesson for the economy?

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People and Leadership Yellowstone National Park: a lesson for the economy? Author: Philip Beddows Originally published in The Boardroom Magazine: December 2008   Coverage of the recent economic crisis has been extensive and it is feared that recovery will be long, drawn-out and painful. But, asks Philip Beddows, has anybody stopped to consider that what is happening in the markets is simply part of an economic cycle, entirely natural and expected –  just like the forest fires of Yellowstone National Park? Over the past few weeks, anyone picking up any newspaper will have read increasingly  dismal headlines about the state of the economy in the UK, Europe, the US and beyond. Words such as ‘Armageddon’, ‘crash’, ‘meltdown’ and ‘slowdown’ abound; meanwhile, Alistair Darling has declared he is “confident” we will get through the recession. What is the alternative, we might ask? Is it even possible to conceive that we will not get through it? Last summer seem
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