George Binney

MA, MBA, Barrister

George Binney is an experienced coach and consultant who works with chief executives and senior teams. He specialises in supporting and developing senior professionals – doctors, scientists, lawyers and accountants - who now have leadership roles. He is programme director for leadership programme of the National Institute for Health Research. He teaches business strategy and organisational development and writes and researches widely on the realities of leadership in international organisations. His clients include Nokia, Shell, Volvo, Danfoss and Electrolux.

George entered business after qualifying as a barrister. In his early career he was a finance director and general manager. He worked for GEC, Courtaulds, and as a consultant for McKinsey.

George has an MA from Cambridge University and an MBA with distinction from INSEAD.

George Binney


Realtime Coaching

Binney, G. & Read, I. (2010) Realtime Coaching, Converse, Issue 7, pp. 15 - 17

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Living Leadership Part 2

Binney, G., Wilke, G., and Williams, C. (2009) Living Leadership: A practical guide for ordinary heroes, 2nd Edition, London: Pearson Financial Times

Moving into Leadership Country

Describes the shifts needed for senior professionals to become leaders

Binney, G.W. (2007) Moving into Leadership Country, Business Strategy Review, pp. 33 - 37, Spring

Corporate Purpose and Values - time for a rethink

George looked at the expressions of purpose and values published by leading international companies and found that most companies do express their purpose and values publicly. However, many of the expressions are formulaic. Companies seem to feel a gravitational pull to giving priority in reality to shareholder value. George suggests that a key task of leadership is to find alternative ways of expressing the distinctive purpose and values of their company.

Binney, G.W. (2006) Corporate Purpose and Values - time for a rethink, Tomorow's Global Company - the challenges and choices

It’s All Me, Me, Me

Binney, G., Wilke, G. & Williams, C. (2005) It’s All Me, Me, Me, Quality World, April

New Leaders - improving the odds of success

Practical guidance on how to manage leadership transitions more effectively at all levels in organisations. Developing processes and techniques that HR Directors can use to help the newly appointed leaders and those who work with them.

Binney, G. (2004) New Leaders - improving the odds of success, developed in co-operation with The Human Resources Forum; publisher:Richmond Events Ltd., London.

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Leaders in Transition: Managing Four Key Tensions

Williams, C., Binney, G. & Wilke, G. (2004) Leaders in Transition: Managing Four Key Tensions, European Business Forum, January

We Don’t Need Another Hero

Williams, C., Binney, G. & Wilke, G. (2004) We Don’t Need Another Hero, Edge, Institute of Management magazine, February

Healthy Selfishness

A large international team has just completed a four year research project looking at what happens in organisations when leaders change. George Binney, the Ashridge associate who led the team, reports on a key conclusion – that leaders need to look after themselves if they are to be effective leaders.

Binney, G. (2004) Healthy Selfishness, Innovations, pp. 6-9

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Connect Call

The importance of team work in newly appointed leaders is advocated. It is suggested that leaders in transition need to examine their own needs if they are to be effective.

Binney, G., Wilke, G. & Williams, C. (2004) Connect Call, People Management, 29 January

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Living Leadership - A Practical Guide for Ordinary Heroes

Built on a unique four-year experiment working alongside real leaders in real businesses, 'Living Leadership' explodes the myth of the charismatic, transformational leader, to show that real progress comes from the dramatically ordinary stuff of leadership. From building relationships, not starting revolutions; by working with the grain of your organisation, not against it; and in knowing your limitations as much as pushing every boundary. The authors have followed business leaders (chief executives or business unit heads) in leading European companies for four years. They discovered the challenges they really faced, how they really spent their time and how they really made an impact. Day by day. They saw these leaders holding key discussions with their teams, formulating strategies, plans and visions, observing their behaviours, ambitions and frustrations. What emerged was a powerful set of principles and proven advice for managers everywhere who want to develop their leadership skills. 'Living Leadership' will help you to discover within yourself the means to make real connections with people and make things happen in the real world.

Binney, G., Wilke, G. & Williams, C. (2004) Living Leadership - A Practical Guide for Ordinary Heroes, Financial Times, Prentice Hall

Leaders in Transition: The Dramas of Ordinary Heroes

An international four year research study backed by Ashridge and Groupe HEC in France explodes many of the myths that surround modern management thinking about what makes new leaders successful. Using an innovative “fly on the wall” research method, a research team lived alongside leaders - and the people around them – in a range of organisations across Europe, for periods of up to two years. The researchers’ discoveries will be of keen interest to leaders and their colleagues as well as for those who recruit and develop new leaders.

Binney, G., Williams, C. & Wilke, G. (2003) Leaders In Transition: The Dramas of Ordinary Heroes, Ashridge Report

Leaning Into The Future - Changing The Way People Change Organisations

Binney G. & Williams, C. (1996) Leaning Into The Future - Changing The Way People Change Organisations, Nicholas Brealey Publishing, London

Making Quality Work - Lessons from Europe’s Leading Companies

Binney G. & Williams, C. (1992) Making Quality Work - Lessons from Europe’s Leading Companies, the result of a pan European study of the application of Quality Management principles, published by the Economist Intelligence Unit

Making Quality Work

Binney, G. & Mitchell, A. J. et al. (1992) Making Quality Work, Economist Intelligence Unit.