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/Tag:Employee Engagement

Why failure is your best tool on the path to success

Whatever we do in life, failure is usually high on our list of fears – but when it comes to success in business, failure is often one of the most powerful tools in our armoury. How does failing make us better leaders, and how can we support you through your failure journey to becoming the [...]

By | November 16th, 2017|Culture Change|Result Type: Post

What kind of leader are you?

There are many ways in which a person can lead – and some are more effective than others. What kind of leader are you, and what kind of leader did you dream you’d be? When it comes to ‘kinds of leader’ it seems that everyone has their own definitions – and that there are varied [...]

By | October 13th, 2017|Emerging Leaders|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

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

How to avoid being a bossy boss

Are you a natural leader, one your team happily follow to success, or is your position maintained by constant reminders that you’re in charge? A bossy boss – one who demands they are treated with authority – is never in a position of strength. The sole focus of a bossy boss is ‘I’ – the [...]

By | May 2nd, 2017|Performance Management|Result Type: Post

Mind the gap.

Each year the number of people who go to university and obtain degrees grows – but studies show that those increasing numbers of graduates are struggling to find work. Is there a gap between education and necessary experience? A recent government report showed that – once again – graduates are struggling to find skilled employment [...]

By | March 30th, 2017|Emerging Leaders|Result Type: Post

Are you conscious of your unconscious bias?

However much we tell ourselves that we are unbiased and progressive, we all have unconscious bias – and it’s up to us how much we let that influence our leadership. The very definition of unconscious bias is that it’s a bias we aren’t even aware we have. Our upbringing, background, cultural environment, the social circles [...]

By | April 5th, 2017|Culture Change|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

Getting engaged: a milestone to celebrate

An engaged workforce can make your business fly, and we can help you achieve it Being engaged is something that we all delight in – a celebration of commitment and connection, and of a relationship being cemented. These are fundamental human instincts, and fundamental sources of something else that we crave: a sense of purpose and meaning. But we aren’t talking about a happy couple planning marriage, or even about life-long friendships: we mean employee engagement, something just as worthy of celebration, but also something more often longed for than experienced! Workplace engagement is one of the business topics of our time, and endless articles voice a range of worries – frequently about the generation gaps, the needs of millennials, and the different approach that younger people take to their careers. A specific concern is with retention, and there is a common perception that are more likely to move from role to role, and company to company, to climb the career ladder quickly, meaning that recruitment is a constant process in many organisations. Perhaps related to another popular view that millennials are uniquely different, there is a noticeable panic about how organisations and managers must strive to engage them. (Or better yet, engage with them: engagement is, after all, a two-way street.) Challenging Perception “Perception is reality” is a familiar aphorism. Unfortunately, it’s a misquote: what Christopher Ray actually said was “Perception is merely reality filtered through the prism of your soul.” Although when it comes to ‘the millennial issue’, we might substitute ‘media’ for ‘soul’. The empirical research is less clear about the difference inherent in the millennial generation, beyond simply being a different generation – not in itself a new phenomenon. As Bruce Pfau, KPMG’s Vice Chair of Human Resources and Communications, wrote recently for Harvard Business Review: “On the contrary, a growing body of evidence suggests that employees of all ages are much more alike than different in their attitudes and values at work. To the extent that any gaps do exist, they amount to small differences that have always existed between younger and older workers throughout history and have little to do with the Millennial generation per se.” […]

By | December 6th, 2016|Inclusive Leadership|Result Type: Post

White Paper: The Learning Transfer Problem

When organisations say they have a learning or training problem, it is likely that what they really have is a learning transfer problem. When people learn, they do so by relating new information to something they already know. This explains why teachers and trainers use examples and case studies, and why they so often say ‘For instance…” Metaphors – which also equate one thing with another – are useful ways to explain too. Which might be why we might the following point in our White Paper: The Problem with Learning Transfer : “[…] any approach that suggests that learning ceases at the end of the last session of formal learning is akin to suggesting that a marriage ends once the rings have been exchanged.” Learning Transfer: A Broken Engagement? Formal learning – whether it takes place in a lecture theatre, a seminar room or on the screen of a smartphone – can achieve only so much. While it delivers new attitudes, skills and knowledge, there are two things it cannot do: Ensure that they are personalised to ensure the understanding of each individual learner Put them into practise. What Comes After Learning Transfer is relatively easy to define. In a widely quoted 1988 research article that included an initial ‘model’ that showed the factors that influence it, Timothy Baldwin and Kevin Ford offered the following: “The generalization of the skills acquired during the training phase to the work environment and the maintenance of those acquired skills over time.” But decades of research that show that only 5 – 20% of formal learning is ever subsequently transferred demonstrates that achieving it is rather harder, despite not just the huge amounts spent on training but also available evidence that shows how less of this might be wasted. […]

By | December 8th, 2016|Methodology|Result Type: Post