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Found articles: 93

  • Leaders Awake; This is Urgent and Important

     We have seen the headlines in every country from time to time. If something is not done about "A" then the country will suffer the bad consequences "B". We see and hear a strident call from government to get behind a display of leadership to take a little pain so to get a lot of gain in a few years.More

  • Managing Change; Baulking at the Leadership Challenge

     Leaders, it is said, have the responsibility to "do the right things" and managers have the responsibility to "do things right". In doing the right things leaders make decisions. My observation is that too many people in leadership positions are baulking at the challenge of making tough decisions.More

  • Communicating Change; Don't Let Them Hear It on the Grapevine

     When do you tell employees about bad news? When do you tell them about good news?Many organisations have difficulty determining the answers to the former question and do not enough thinking about the latter question and few ask the question, "What do our employees consider to be bad or good news and what news are they interested in hearing?More

  • Change Management; When Less is More

     Organisations which fail to prioritise their projects and activities in alignment with their goals risk getting lost in a mire of directionless activity instead of taking a clear set of actions to reach a goal or goals.Most organisations build an inventory of projects and activities over time, which are not visible to the leadership team. Organisations need to periodically stop, take stock and prioritise the projects and activities they are undertaking against the goals of the organisation.More

  • Leading Change; It's 24-7

     Change has been occurring since before the beginning of man, so it is a fair bet that it will not stop soon. Whether organisations like it or not, they will change.External influences change the constraints an organisation has, the expectations their stakeholders place upon them and change the values and capabilities of their people.More

  • Managing Change; Make Conscious Decisions

     Leaders make two types of decisions. They are ether conscious decisions or unconscious decisions. The former are traits of true leaders the latter are traits of phoney leaders.More

  • Focus on Learning, Not Training

     Nearly every organization I have ever worked for or with has a serious problem with training. They concentrate on training rather than learning.The first indication of a problem is that the mediums chosen to impart learning are the poorest at retaining learning but are the easiest to organise.More

  • Accountability and the Art of Plausible Deniability

     The term plausible deniability was introduced into the English language in 1975 when the Church Committee, a US Senate committee, conducted an investigation into the intelligence agencies.It described the situation where the President was not informed of actions such as to assassinate Fidel Castro, but in the view of the Church Committee, was clearly in favour of the action. By not being informed, the president could state that he had no knowledge of the actions.More

  • Managing Change; Overcoming Organisational Inertia

     In my life I have moved from the bush to town to city to city on average every five years. I have lived in three countries and visited forty countries to work. I have owned six houses and lived at twenty five different addresses.More

  • Business Process Management;Company Policy

     I would acknowledge the author of this tale I am about to tell about company policy if only I know who wrote it. It is one of those stories that you see handed out at training courses or published on the internet without a hint of who the author was.The story begins....More