5 leadership lessons from the captains of Star Trek

Few science fiction franchises can claim to be as inspirational as the philosophical heavyweight that is Star Trek. Far from being a quaint canon of quirky aliens and nonsense violence, Gene Roddenberry’s Star Trek has been an unending source of inspiration and leadership lessons…

OK, that may be a bit of an overstatement, but it definitely goes without saying that there are some leadership lessons to be learned from this popular franchise.

So we’re going beyond the bridge of the USS Enterprise to bring you five leadership lessons from the captains of Star Trek. Read on and start improving your intergalactic people management skills.

  1. Speak to people in their own language

5 leadership lessons from the captains of Star Trek: Picard and Worf

Captain Jean Luc Picard was famous for his linguistic prowess but it was his ability to empathise with others and understand their culture and behaviour that made him successful.

In Season 5 of Star Trek: The Next Generation, Picard finds himself being held captive by the Tamarians, a supposedly amiable community in the Eladrel solar system. To get himself out of the situation unscathed Picard learns to communicate with his Tamarian counterpart in his native tongue – which has no concept of the individual, and consists entirely of metaphors.

Picard’s example shows the power of understanding and talking to people in their own language, both literally and figuratively. Watch how your colleagues and clients communicate, learn the key phrases and terms they use and engage them in a way that is familiar to them. It shows respect in a globalised world, and will improve your business relationships and dialogues.

  1. Join the away team

5 leadership lessons from the captains of Star Trek: Kirk with Red Shirts

A good captain doesn’t just command from the bridge.

Picard, Kirk, Janeway and the rest of Starfleet’s finest knew the importance of delegation but were often on the ground with their teams, exploring new territories and negotiating with both friends and foe.

Treat your staff like colleagues, not minions, and avoid leading at an arm’s length by getting directly involved in projects, participating in team activities and raising your hand to help with tasks and deliverables. You’ll empower your team (and perhaps save a few Red Shirts in the process.)

  1. Have a set of values, and stay true to them

5 leadership lessons from the captains of Star Trek: Captain Picard

When stranded in the Delta Quadrant thousands of light-years from Earth, Captain Kathryn Janeway and the crew of the USS Voyager relied on Starfleet’s core values to see them through their decade-long journey home.

Having a clearly articulated set of values keeps you motivated, focused on your goals and accountable for your actions. It also gives you something to draw on when you have to make tough decisions or find yourself in a difficult position, like being attacked by the Borg.

  1. Encourage disagreement, ask for advice and embrace diversity

5 leadership lessons from the captains of Star Trek: Spock

What would Captain Kirk be without the cool rationality of Commander Spock or the vocal discontent of Doctor McCoy? How would Captain Sisco have functioned without Dax in Star Trek: Deep Space Nine?

The best Starfleet captains surrounded themselves with advisors and crew from all different backgrounds, embracing diversity and encouraging difference of opinion. Dissent, disagreement and diversity on the bridge lead to some of the most ground-breaking, innovative moments in Star Trek – a lesson for all of us in business and management.

  1. Stay hydrated

5 leadership lessons from the captains of Star Trek: Captain Janeway

It seems silly, but if there’s one thing we all learned from the captains of Star Trek it was that staying on top meant staying hydrated.

Whether you enjoy a cup of Earl Grey like Picard or prefer a long black like Janeway, staying hydrated is important for keeping your mood, energy and concentration levels in check. If you want to work smart, you’ve got to stay hydrated.

But there’s more to this than your own personal health: fostering a ‘coffee culture’ is a great way to get your team together, away from their screens, to socialise and seek support. The Swedish call this fika, and it makes a big difference to overall workplace happiness.

Leadership lessons: make it so

There’s so much more to be learned from Star Trek (just take a look at this research paper in the International Journal of Business and Social Science or this book by Wess Roberts) but these five leadership lessons will have you on track to being more effective in your role.

And if they don’t work for you, there’s always Star Wars.

How to understand what your boss is thinking


There are a lots of articles about how to impress a boss. This isn’t one of them.

I’ve been a boss for 25 years and I wanted to share my own experiences. I want to show you what the world looks like from my side of the table and maybe explain what your boss is thinking about.

Being a boss is an exercise in reconciling different, apparently contradictory, ways of thinking. Montaigne put it best:

Anyone who turns his prime attention on to himself will hardly ever find himself in the same state twice. I give my soul this face or that, depending upon which side I lay it down on. I speak about myself in diverse ways: that is because I look at myself in diverse ways. Every sort of contradiction can be found in me, depending upon some twist or attribute: timid, insolent; chaste, lecherous; talkative, taciturn; tough, sickly; clever, dull; brooding, affable; lying, truthful; learned, ignorant; generous, miserly and then prodigal — I can see something of all that in myself, depending on how I gyrate.

I have identified four contradictions that sum up my experience as a boss:

  • Passion vs anxiety
  • Order vs chaos
  • Geek vs creative
  • Manager vs entrepreneur

In each section, I’ve tried to say how I feel and then explain what that means for colleagues. I’d love to hear your experiences and feedback.

Passion vs anxiety

Brian Blessed in Flash Gordon shouting 'Diiiiiive'Woody Allen looking anxious
Half the time I feel excited, energised and ambitious. I want to charge ahead and get stuff done, regardless of the risks. ‘Who wants to live for ever?The other half of the time, I’m looking over my shoulder, worrying about what might go wrong and stressing about something. ‘Only the paranoid survive’.


For my colleagues, this means:

  • There’s a period where my enthusiasm precedes an actual decision. That’s a good time for input. But once a decision has been made, DIIIIVE!!!!
  • Contrary to popular opinion, I’m not everywhere and I don’t know everything. Take responsibility. Communicate. Clean as you cook.
  • You can help me by reducing risk and spotting issues before they become serious problems. Speak up if you spot something going wrong.
  • If I’m distracted or not responding promptly, try to remember that I have other plates spinning. Sometimes, you might have to pick your moment.
  • Be big and bold yourself. Propose solutions, have ideas, get excited, commit passionately to something. I like that. I can totally relate.
  • I’m more excited about starting a project than finishing it. If you can be the person that loves finishing something beautifully, we’ll get on well.
  • Conversely, I’m a neurotic completer-finisher of small tasks. If you can break down a big thing into little jobs for me to do, I’ll go at them like a dog to a bone.

Chaos vs Order

Two boxes of matches: one chaotic, one tidy

Too much chaos prevents action, confuses people and produces inconsistent, unexpected results. Too much order stultifies the brain and makes people and companies brittle; what Churchill called the ‘dead hand of inanition’.

There is an optimum balance between the two that allows for change but also gives people enough consistency that they can do most of their work without having to constantly reinvent the wheel.

So what I aim for is a ‘minimum viable bureaucracy’ – enough process to keep things rolling smoothly but not so much that it gets in the way.

People are 70 percent water but we appear solid. Similarly, businesses are 70 percent chaos but, from the outside, they look like a solid collection of rules, processes and systems. Understanding this makes it easier to see how the business looks to an owner.

As an entrepreneur, I lean towards being chaotic. I’m comfortable with risk, uncertainty and certain kinds of cognitive dissonance. But as a manager and a geek (see below) I like familiar routines and setting up shortcuts and hacks that make things more efficient. With this in mind, you can work well with me by:

  • Being wary of creating more bureaucracy than necessary.
  • Not adding to the chaos unnecessarily.
  • Improvising sometimes. I’ll hum it, you sing it.
  • Telling me when you’re uncomfortable with too much chaos or too much structure.
  • Accepting that sometimes I don’t always know what’s going to happen. And that, secretly, I like a bit of creative chaos.
  • Understanding that fighting chaos is hard work; it’s easier for you to say ‘this is a mess’ than for me, as a boss, to straighten it out.
  • Working with me to make sure that the processes we do use to straighten out the mess are fit for the job.
  • Refactoring processes regularly so they don’t outlive their usefulness.

Geek vs Creative

In the last couple of years, I realised that I am a deeply creative person but that my creativity expresses itself through business – inventing new systems, exploring new opportunities, working with colleagues and so on.

The things that matter to me as a creative person are (mostly) the same as the things that matter to artists, authors and actors. They relate to self-expression, development and the dizziness of making something new and good.

I wrote about geeks and creatives before, but only today applied the whole matrix to myself, rather than just the geek half. And, of course, I’m a geek. I used to make games for LEGO, for heaven’s sake. You can’t get geekier than that.

So here’s a table that expresses both sides of my boss-personality.

I’m a geekI’m a creative person
I askHow?Why?
Respect fromPeersAudience
My life isDeterministicOpportunistic
Decisions made onDataInstinct
I’m driven byObsessionPassion
My narrativeFlowchartStory
Care aboutThe futureThe moment
Rely onLogicEmotion
I sayLook at thisLook at me
LogicFinite stateInfinite possibilities


So, what does this mean for my colleagues?

  • The best results happen when both modes are fully engaged.
  • Try to understand whether I’m geeking out about something (obsessional detail focus) or getting creative (lofty, blue sky big ideas) and react accordingly.
  • The appropriate response may be in the other direction; for example you can ground creative ideas with geeky logic.
  • If you wait long enough, I’ll probably flip from one mode to another.
  • Creative ideas tend to take longer to come to fruition – they’re waiting for some geeky implementation. Sometimes, like a stray balloon, they just float away.
  • The flip side is that it’s easy for me to get lost down the rabbit hole of some geeky implementation detail. Don’t let me do that. A new app or gadget isn’t always the right solution.
  • If you’re dealing with my geek side, The Nerd Handbook is essential reading.

Manager vs Entrepreneur

The Mac guy and the PC guy from the TV adverts

I’m both a manager and an entrepreneur. I love starting and building a business. Like second marriages, being an entrepreneur is a triumph of optimism over experience. But I’m also a manager. I love to help my colleagues, coordinate activity, create systems and all that good business-building stuff.

I’m a managerI’m an entrepreneur
WantsTo be somebodyTo do something
Favourite appExcelPowerPoint
Role modelOrchestra conductorJazz pianist
Relies onBrainsGuts
Suffers fromStatus anxietyCash flow anxiety
StudiesMachiavelliJohn Boyd
Core strategyEvolutionRevolution
WritesReportsBlog posts
Business heroJack WelchRichard Branson
WorksA 96 hour weekA 96 hour week


The manager’s rewards are small, discrete but frequent while an entrepreneur’s rewards take time and sometimes never come. Being an entrepreneur is not all private jets and supermodels. In fact, only five percent of startups have more than five employees on their tenth anniversary. Being an entrepreneur is risky: everyone wants to go to heaven but nobody wants to die.

Being a manager isn’t about power. Managers aren’t the boss of you even if they sometimes have to prioritise your work or coach you. Management is a role, like writer or driver. It’s a thing you do, not a position in the hierarchy, at least at Turbine and its parent company Articulate. I want to avoid power politics. I don’t want to be a bossy boss. I prefer the servant-leadership philosophy.

But when it comes to being an entrepreneur, I’m going to admit something to you that I have felt for 25+ years but never told anyone: I simply don’t understand how employees think. My own behaviour is so conditioned by my experience as an entrepreneur and manager that it takes a huge imaginative effort to put myself in their shoes. It’s like Sheldon Cooper trying to figure out a dirty joke. This is a big weakness on my part but the chances are that other lifelong bosses will have the same feelings.

Like me, they will probably compensate by over-communicating. They think that if you can understand them and their intentions better, your behaviour will automagically align with their expectations. This might happen but you can help them a lot by over-communicating back so that they understand your thinking, needs and expectations too.

In fact, the best way to manage your boss is to find smart ways to communicate with them. Write a blog post. Send an email. Buy them a drink. Have a chat. Schedule a brainstorm. Ask for a problem to solve. Read about great managers and entrepreneurs and share your findings. Take heart. Your boss is human too.

Well, probably.


Business lessons from Clive Sinclair

I loved computers when I was a teenager. One of my favourites was the Sinclair Spectrum. At the time, Clive Sinclair was hailed as a kind genius-hero, a kind of British Bill Gates or Steve Jobs. I never quite understood why everything fizzled out for Sinclair. I guess I always assumed that it was the old British story about lack of capital and lack of support for entrepreneurship. Plus a bit of comic overreach with the C5 electric trike. Then I read Sinclair and the Sunrise Technology by Ian Adamson and Richard Kennedy. The Sinclair QL turns out to be the failure point. It was a kind of C5 in computer form. But more importantly than a single failed product, the article reveals a series of management failures that are intensely relevant for today’s start-ups.

Sinclair’s timeless problems

  • Not being straight with customers. ‘The astonishing thing is that at the time the QL was launched there did not exist a complete working prototype of the machine.’ Not so much ‘minimum viable product’ as no viable product.
  • Divided management. After a new board was appointed, ‘Sir Clive, as ever resistant to any control of his activities, and he moved out of the Willis Road premises.”
  • Poor communication with partners. ICL had put in R&D money for the QL, but ‘Sinclair Research failed to tell the company when it decided to change the main processing chip from the good old Z80 of the Spectrum.’
  • Misguided financially-motivated shortcuts. The company decided on a less-powerful version of the 68000 chip but ‘It ended up paying more or less the same price for a processor that does less, more slowly, than the correct choice. In any case, the price differences were a matter of a few dollars, and not of major significance to production costs.’
  • Lack of organisation. Development of the QL was described as a ‘disorganised shambles’ without a project leader in Clive’s absence. There was no project plan, no schedule and apparently little coordination. ‘What the engineers wanted was not a better machine, but more time, better coordination, a consistent specification and things like that.’
  • Not invented here syndrome. The team clung to the problematic Microdrives, even when ‘Standard 34-inch [sic] floppy disc drives bought in from Japan would be nearly as cheap, and have both faster performance and higher storage capacity.’ It was the same thing with the virtually-unusable keyboard.
  • Marketing-driven engineering. The company decided not to include a monitor or a printer in order to keep the price down. This limited the system’s usefulness for business customers (its intended audience) and forced some weird compromises on the design. For example, it shipped with a non-standard serial printer interface and, instead of a monitor connection, it had a TV plug like the consumer Spectrum.

An inevitable outcome

The £399 QL appeared in 1984 and actually shipped many months after the launch. Initial deliveries were plagued with hardware and software problems and it was not a commercial success. A review in Your Computer said: ‘…it was slow, had an unfriendly editor, the Microdrives were prone to lose files and data, there was no documentation other than for the Psion packages, the network would not allow integration of Spectrums, the RS232 interface had bugs in it, Microdrive files on a well-used cartridge would take an age to load, the keyboard felt a bit clattery with a sticking enter key, and so on.’ Two years later, after Amstrad had bought Sinclair, they stopped selling the QL but also released the PC-1512 with off-the-shelf software, standard floppy discs, a monitor and a printer all included for £499. It sold very well because it did everything customers wanted and included all the stuff they needed. Unlike the QL. The QL story represents everything that is bad and wrong about project management. The article is worth reading just to see how badly things can go wrong. It is a cautionary tale and essential reading for anyone involved in technology.