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/Tag:Leadership Development

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

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

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

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

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

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

Peak trust: is it ahead, or is it behind us?

In findings that may dampen spirits in the C-Suites of the kingdom (and more than a few republics), CEOs are – with the exception of media spokespeople – currently the least trusted sources of information, according to the 2017 Edelman Trust Barometer. As Management Today reported: “Trust in businesses and business leaders is on the wane, the report found, but the group the public does trust to tell them the truth about a company is its employees” The Edelman report’s introductory section pulls few punches, even in its sub-title: “An Implosion of Trust”. After what it acknowledges as being a year of ‘unprecedented upheaval’, the report seems little surprised by human reaction to a world where heads of state have rolled, the Panama papers were released, elections and referendums brought widespread shock and a combination of rising fake news and falling advertising revenue undermined mainstream media. The ‘news’ – although that doesn’t feel like exactly the right word – is that the sense that the world is heading in the wrong direction is increasingly widespread. In finding that 53% judged that ‘the system is not working’, Edelman is not the only organisation to feel the pulse of the global public mood. In a worldwide a October 2016 Ipsos survey, What Worries the World, 61% of respondents said their country was on the ‘wrong track’ – 60% of Britons agreed. The main worries varied between the 25 profiled countries (the most frequently raised was not – as it is uniquely in the UK – immigration, but unemployment, with poverty and inequality also frequently highly ranked.) […]

By | February 7th, 2017|Agile Leadership|Result Type: Post

Bending into the wind: staying agile in 2017

How can you stay agile and lead a business when it feels like things are falling apart? As 2016 rolled to a close, many of us heaved a sigh of relief, looking forward to a new year that offered hope of better things after a tumultuous twelve months. But as you look ahead, have you put much thought into the way your business leaders can support your team through any further difficulties that might come in the aftermath of last year’s political and economic changes? We spend much of our waking lives in the workplace, where the organisational culture impacts the wellbeing of every team member. When that environment is impacted as seriously as we witnessed in 2016, people can lose motivation and morale can be low. We don’t like to hear words like ‘volatile’, ‘uncertain’, ‘complex’ and ‘ambiguous’ in association with our business plans, but it’s unrealistic not to expect changes in the global landscape to have an impact, whatever the size of your organisation. As specialist consultancy Control Risks commented in December 2016: “The unexpected US election and Brexit referendum results that caught the world by surprise have tipped the balance to make 2017 one of the most difficult years for business’ strategic decision making since the end of the Cold War. “The catalysts to international business – geopolitical stability, trade and investment liberalisation and democratisation – are facing erosion.” Successful leaders know how to restore morale, set goals and tasks that draw teams together, and develop their employees as well as themselves, offering everyone the right opportunities. As currently hard to predict changes make their inevitable marks in the coming months, do your leadership team know how to engage with people (both professionally and personally) in a time of uncertainty, and how to maintain a positive culture that maintains productivity, with plans for future growth? […]

By | January 17th, 2017|Agile Leadership|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