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/Leadership Development

Every Iron Throne needs a little softness!

In a recent article entitled ‘Winter is coming!’ my colleague Liaquat used the hugely successful TV series ‘Game of Thrones’ as his analogy for the inevitability of change, and the need to innovate – so let’s keep with the theme, and talk about power and Influence! The battle for the Iron Throne is all about [...]

By | September 6th, 2017|Leadership Development|Result Type: Post

Personalised learning is vital

If personalised learning is so vital, why aren’t more organisations doing it?   According to the 2017 L&D Global Sentiment Survey, 77% of learning professionals believe the hot topic for organisational learning this year will be personalised learning and adaptive training delivery.   So why aren’t more of us doing it? In reality, providing someone [...]

By | August 22nd, 2017|Leadership Development|Result Type: Post

Have you reached a professional plateau?

As young, inexperienced dreamers entering the big wide world of employment, we all entertained grand ideas, passions, and fantasies of enormous success, fame or acclaim. We have finished our schooling, perhaps further education, we’ve answered all the ‘what career to follow’ questionnaires and picked a direction, setting out in the safe knowledge that we will [...]

By | August 21st, 2017|Leadership Development|Result Type: Post

Imposter Syndrome in the workplace

Is ‘Imposter Syndrome’ an issue that business leaders and L&D practitioners need to factor into their developmental plans, the future of their workers and of their brand – or is it just another millennial buzzword that excuses a lack of drive in an entitled generation? Firstly, we need to explain what we mean by ‘imposter [...]

By | July 13th, 2017|Leadership Development|Result Type: Post

The top ten reasons your employees dislike you

We all want to be respected in the workplace – but not everyone knows how to garner genuine respect. Demanding that respect from your employees and being domineering is one of the most damaging approaches to leadership. What traits do employees dislike in their leaders, and how can you avoid being the kind of manager [...]

By | June 23rd, 2017|Leadership Development|Result Type: Post

Do you trust your leaders?

For obvious reasons, as we all cast our votes today, the topic of what makes a great leader is being hotly discussed in offices, warehouses, break rooms and factory floors across the UK. If you have a leader who alienates the people you work with, and who offends long standing clients, the lasting damage that can be done to your reputation can be difficult to come back from.

By | June 8th, 2017|Leadership Development|Result Type: Post

Building honest leaders

Leadership matters; how can you be sure that you’re giving your team what they need, and getting the best from them in return? Truly great leadership is innate – it’s something you either have or you don’t. Clearly, we aren’t all going to have those natural leadership skills – but that doesn’t mean that we [...]

By | April 27th, 2017|Leadership Development|Result Type: Post

Leadership is a team sport

Some leaders are so keen to prove that they are on top that they forget the shoulders they stand on to be where they are… Think back through your working history. Think of every leader you’ve had, since the first job you took in your youth, to the leadership team that supports you where you [...]

By | March 24th, 2017|Leadership Development|Result Type: Post

Hunting, Fishing and Trawling for diversity: the net benefits of promoting women into leadership

Leadership pipelines, succession planning and talent development are on-going organisational headaches. A recent McKinsey Insights article agreed, arguing that “Organizations should learn to hunt, fish, and trawl for the best talent.” The problem seems to be one of diversity: where they cast their nets – and what or who they are aiming to catch. Most organisations (or at least those that don’t recruit inward, despite the costs and risks associated) rely on in-house programmes with pre-determined selection criteria. But are they looking for HiPos when they should try a different kettle of fish? Few organisations, McKinsey argue: […] scan systematically for the hidden talent that often lurks unnoticed within their own corporate ranks. Sometimes those overlooked leaders remain invisible because of gender, racial, or other biases. Others may have unconventional backgrounds, be reluctant to put themselves forward, or have fallen off (or steered clear of) the standard development path. That selection and promotion are areas of life where (un)conscious bias is a contentious and troublesome issue is not news, even if that does not necessarily translate into corrective action. But the tendency in many organisations to base criteria on ‘tried and tested’ leadership attributes may also be a growing issue, especially in times of rapid change and rising turbulence. Echoing the findings of the 2017 Edelman Trust Barometer (which we have previously commented on), the 2016 Ketchum Leadership Communication Monitor reports dismal levels of public support for the effectiveness of leaders. Unlike Edelman, it also explores the type of leadership that would be more appreciated – and finds that a higher percentage believe that leadership would be more effective coming from the company/organization overall and everyone within it than would place their faith in either the CEO or senior management. […]

By | March 1st, 2017|Leadership Development|Result Type: Post

Truth matters

I wrote recently on this blog about Radical Candor (sic). I’m still as English as I was when I wrote the original, where a degree of sarcasm may not have escaped your attention. But a lack of not just candour, but something closely related – honesty – is really not a laughing matter. You may have noticed a strapline on this website. Truth matters. Without truth, there is no credibility, no trust, no faith. Lies are quick, cheap and easy, but the bill can be pretty big when it does arrive. And it will. Have a read of a recent article from the US press, and ponder for a few seconds the impact on the credibility of Kellyanne Conway. If you’ve not glazed over yet, bear in mind her job title. Counselor to President of The United States. Her job is to speak on his behalf. And if she’s not credible… We may live and work in an era when examples or allegations of ‘fake news’ and ‘alternative facts’ – a phrase that Ms Conway herself ‘popularised’ recently – seem to be everywhere, and where echo chambers digitally amplify them at the speed of whatever it is the Internet travels at. (The extent to which people may believe fictional news stories has led Facebook to introduce revised software in Germany ahead of this year’s elections.) But we are also in the age of the camera-phone, the server log, the CCTV camera, key capture software and many other little technological wonders that track and monitor a remarkably percentage of everything we do. If it happened – or if it didn’t happen (the size of President Trump’s inauguration crowd, anyone?) – there’s a very high chance the evidence exists to prove or disprove it. Dishonesty has never been the best policy: in 2017, it’s also very stupid. With such a high chance of evidence being available, there is only so far that truth can be stretched before it not only becomes dishonest but transparently so. Remember the Emperor’s New Clothes? You might think you’ve got everything covered so to speak, but other people’s view could be pretty off-putting. […]

By | February 20th, 2017|Leadership Development|Result Type: Post