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Found articles: 27

  • Train to Maintain and Develop Your Career

     “People will go to a lot of trouble to learn French or physics or scuba diving. They have the patience to learn to operate a car, but they won’t be bothered learning how to operate themselves”Newman & BerkowitzWhen I first saw this it struck my how true this was for so many people I came across within the client organisations where I work. Although the issue is not uniquely British, I have found that it is truer here than in many other countries and cultures where I train.More

  • Attracting and Keeping the Right Graduates

     It’s that time of year again – recruiting and starting the graduates. This whole area is one which needs to be considered and reviewed as it is a major commitment for the organisation. Getting it right can help the future of the business – the alternative is just an expensive waste.More

  • Leadership – Do You Use or Abuse Power?

     The dictionary defines power as “control and influence exercised over others”. With positions of management, and leadership, comes power and it seems to sit more comfortably with some than others. It is increasingly recognised that organisations need good leaders if they are to go forward successfully.More

  • Leading from the Top - Through Vision and Values

     Do you think vision, mission and values have been done to death in your organisation? Why is this? Probably because they are stale – or the people at the top do not make them a key part of the day to day organisation and culture.More

  • Managing People for Performance

     “People improve productivity, not organisations.”Managers who have had any form of training will be familiar with the idea of setting goals or objectives, and probably with the principles of appraising performance. With this in mind, why is it so many managers keep asking about how to motivate their staff or how to get more from them?More

  • Does Your Culture Support or Sabotage Your Strategy?

     “An organization’s capacity to execute its strategy depends on its “hard” infrastructure--its organization structure and systems--and on its “soft” infrastructure--its culture and norms.” Amar Bhide (Harvard and Columbia)Is your organisation one which invests a considerable amount of time and effort (and, therefore, cost) in looking to the future and creating a strategy and strategic plan? I hope so!More

  • Why Leadership Matters in Professional Practices

     “A leader has two important characteristics; first he is going somewhere; second he is able to persuade others to go with him.”RobespierreHow many of the people who run professional firms have achieved their positions as a result of planned career development? Or through assessment centres, or their ability as leaders and managers?More

  • Getting the Most from Appraisals

     Does your organisation have one of those annual ‘occasions’ that few look forward to: the annual appraisal or performance review? How do you look forward to it? I wonder how people talk about it before and after?More

  • Can NLP Help or Harm Your Business?

     The simple answer to the above is, “both”! It depends on a number of things. Perhaps the first thing to explore is your reaction to seeing those three letters put together?More

  • Ask for More - You May Get More

     If you are involved with sales, how do you feel when you hear phrases such as, “Can you do anything about your price?” or, “You’ll have to do better than that.” and variations on these?More