Learning and development. If there was ever a name for something that is earmarked as ‘important, not urgent’, then this surely must be it? L&D is always something the leaders I speak to are constantly aware of, but at the moment it seems to be coming up even more frequently
“It’s often said that culture is invisible precisely because it is ubiquitous. In a world where success demands agility, there’s little doubt that culture matters. The challenge for leaders comes down to the pressing need to unleash the inventive and adaptive force of collective and collaborative human creativity, to ensure
The summer holidays are in full swing, and week-to-week many teams are running on limited resource. Less capacity means your team’s ‘doing’ or ‘maker’ time is even more precious. So take note and ensure that you’re only scheduling meetings that have a purpose, agenda and outcome. Be aware if you’re
I’ve had an impossibly large number of conversations over the years with leaders in people-based businesses who are shocked when a resignation from a member of their team is dropped on their desk. This useful article over on OfficeVibe is a worthwhile read. It covers: Signs and symptoms: How to
I came to write this article after discussing billable hours and utilisation with a client. Key to profitability is to reduce non-billable time spent on a client – over-servicing, over-delivering, poor scoping etc. My client got on board and started scrutinising the reasons for non-billable time – and he discovered
I really wanted to share the below article from Harvard Business Review as a follow up form the ‘horizon’ piece I wrote a short time ago. The entire premise was to underline the importance of communicating the horizon to your teams – ensuring that you bring them along for the
I’m frequently waxing lyrical about the importance of psychological safety in teams to encourage openness and trust, so I really resonated with this LinkedIn post from HR Leader David McLean. David’s post speaks to the extra steps leaders need to take to make themselves aware of different perceptions of psychological
If you’re a leader and someone fails in your organisation – it’s entirely your fault. Whilst an unpopular opinion (#sorrynotsorry) there’s no doubt in my mind that when a member of your team fails – whether a new starter or a long-standing employee, the fault lands squarely on your shoulders.
When it comes to work and companies, people come and go, right? Sure, that’s true, but it’s also an issue. It has been a couple of months since I wrote an article centred around onboarding (if you’re interested, the last one was about how you can help new starters feel valued
A wonderful, straight to the point post and piece of research from Gareth Turner (Weetabix Head of Marketing) on the five things clients can stop doing that will improve their relationship with agencies. I found this really interesting, especially after I had just finished writing my piece on ‘Stopping negative
