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/Tag:Inclusive Leadership

Better you, better me.

Many workplaces play people off against each other, creating a culture of what they call ‘healthy competition’ – with rewards for meeting targets, pitting each member of the team against their peers and showcasing the stars who perform best. But is this a healthy working environment? Sure – it might see some people thriving, shooting [...]

By | December 14th, 2017|Emerging Leaders, Organisational Change|Result Type: Post

The tightrope of success for women in leadership

It’s difficult to open an article on women in leadership without thinking of the women in power we are shown in the media. Those in politics, the glamourous magazines, serious media or Hollywood. The women who embody entirely different worlds, hold great power in wholly different ways, and yet are often judged by the same [...]

By | November 7th, 2017|Women In Leadership|Result Type: Post

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

Is your office a safe place?

Health and safety is an issue that all workplaces take seriously – and there are all manner of forms, checks and safety equipment designed to keep us physically safe in the workplace. But being safe is much more than having the right equipment; it’s just as important that we feel safe  when we work – [...]

By | August 15th, 2017|Inclusive Leadership|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

Leadership and positive messages

There are three great myths about leadership; 1 The ‘hero’ ‘macho’ leader saves the day. History shows us that when it is all about one person, the results are usually disastrous. Leadership is not about one person shining, but what they do for other people. It is not about you. 2 There is finite list [...]

By | June 19th, 2017|Emerging Leaders|Result Type: Post

Who do you want to be?

Climbing the career ladder takes more than just putting in the hours; you have to strive to grow, learn and lead in an ever-changing environment, adapting at every step of your ascent. Choosing a career is never altogether simple – and particularly when we are expected to decide in our teens what direction we want [...]

By | March 29th, 2017|Emerging Leaders|Result Type: Post

Feeling useful is not a luxury

It’s not every day that a high-profile professional dismisses their own abilities, makes the news by resigning, acknowledges that privilege is a complex issue, and makes an important point about our relationship with work – but that’s just what Lucy Kellaway, the FT’s award-winning management columnist and journalist, has just done with the announcement that she’s resigning from her job to retrain as a maths teacher. Furthermore, she’s taking the opportunity to encourage others in the later stages of their careers to consider joining her. As someone who has written – usually wittily and often acerbically – about careers, she is not the easiest writer to dismiss when she chooses to be candid about her reason for doing so. While she acknowledges the excitement of the new, especially after 31 years of journalism, she has explained in her own column that: […] the biggest thing, which readers may find hard to swallow given my entire career has been based on ridiculing others, is that, for my next act, I want to be useful. Yes, I know sticking pins in pompous chief executives is useful in a meta kind of way but that’s not the kind of useful I have in mind. Without actually using the phrase, although it’s one she must have typed a great many times, Lucy has hit the nail on the head when it comes to one of the business industry’s Holy Grails: employee engagement. This state of being – so much discussed in some circles that it has almost acquired an aura of myth – is driven by many things: good working relationships, an environment where employees feel confident that they are learning and developing both personally and professionally, and an organisation whose work and purpose they admire are just three of them. But when it comes to summing up such HR-speak sentiments as ‘having a sense of making a personal contribution that is aligned with the organisation’s values and mission’, it is hard to be more succinct than “I want to be useful.” […]

By | November 25th, 2016|Culture Change|Result Type: Post

Managing well: play the team, not the ball

Although the interpretation would be mistaken, these don’t sound like the words of either a successful or an ambitious individual. Yet they came from the mouth of Jose Mourinho, one of football’s most iconic managers, describing his brief playing career in the Portuguese second division. Not a man renowned for modesty, his self-awareness is not lacking: his greater abilities lay elsewhere. And whether we are fans of the game or not, football offers insights into an issue with which the sport is far from the only profession to struggle: the transition from expert practitioner to leader. As in so many areas of life, there is a tendency – despite ample prior evidence to the contrary – to believe that highly specific skills are a guarantee of leadership success: accordingly, great players are frequently offered high profile management jobs. Yet while a deep love of the game can probably be taken for granted amongst these appointees – why else accept a senior role in a profession with such a high turnover at senior levels? – it is not with the football that a successful manager must demonstrate a winning way. His – or, very rarely, her – skill is with the team. […]

By | August 15th, 2016|Emerging Leaders|1 Comment