David Mansfield on The Monday Revolution

What is the Monday Revolution, and why do we need it?On this episode, I'm speaking to someone who used to run a company that grabbed a lot of my attention during my teenage and younger years. That company was Capital Radio — at the time, London's largest radio station — and that person is David Mansfield.After being CEO of Capital and its successor company, GCap Media, he went on to advise a number of other successful companies, including Carphone Warehouse and Game Group. Nowadays, as well as retaining roles within the radio industry, David is an investor, an accredited business coach, and an adviser to numerous companies. He's a Fellow of the Center for Evidence-Based Management and the Radio Academy and has been a Visiting Professor at the Bayes Business School in London and a Visiting Fellow at the University of Oxford. The Monday Revolution is the title of David's book and the name of his mission to simplify business behaviour and provide executives of all ranks and company sizes with the tools and approach to get more done.In our discussion, you’ll hear what the Monday Revolution is and why it’s’ called that. We explore David’s practical tips to making business more effective. We discuss risk management, how to empower staff, the benefits of asking the right questions in the right way, the importance of giving people agency and how to make better decisions.To learn more about David and the Monday Revolution, visit https://themondayrevolution.com/On the show, we also talk about:James Clear's 'Atomic Habits' — https://jamesclear.com/atomic-habitsProfessor Daniel Kahneman - https://kahneman.scholar.princeton.edu/

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People are often described as the largest asset in most organisations. They are also the biggest single cause of risk. This podcast explores the topic of 'human risk', or "the risk of people doing things they shouldn't or not doing things they should", and examines how behavioural science can help us mitigate it. It also looks at 'human reward', or "how to get the most out of people". When we manage human risk, we often stifle human reward. Equally, when we unleash human reward, we often inadvertently increase human risk.