Empowerment....yeah, right!

Empowerment....yeah, right!

Empowerment has got to be one of the most over used words in the modern business lexicon. Everyone talks about how important it is but if there is ever a word that qualifies for the “Easy to talk the talk but walking the walk, that’s completely different” award, then surely it’s the word empowerment.

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If you are going to do it, do it right - Developing Sales Capability

If you are going to do it, do it right - Developing Sales Capability

For too long, training and development has suffered from being seen as a ‘nice to have’. In many cases, it is the first budget to get cut when the purse strings are being tightened. Now I know, given what I do for a living, I might be slightly biased but I don’t get it! Firstly, organisations are made up of people. Secondly, most of these people are constantly being asked to do what they do better, cheaper and faster and finally, no-one is the finished article (or at least no-one has admitted it to me!).  If this is the case, surely boosting the motivation, skill and confidence of an organisation’s people – which is what development is all about - is pretty fundamental.

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Three Steps to Behavioural Change Heaven

Three Steps to Behavioural Change Heaven

I am sure we have all seen statistics that show that most change initiatives fail because of issues to do with a lack of acceptance of change or a so-called human resistance to change. 

Why is it so surprising? The reasons people don’t like change are obvious. It is inherent in the human psyche. We have coined the term ‘comfort zone’ to refer to the boundaries of what is comfortable for us. Change, by definition, usually takes us outside our comfort zones so hey presto, we are uncomfortable! It’s not rocket science!

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You can lead a horse to water.....

You can lead a horse to water.....

Does the following scenario sound familiar? Your company invests a significant amount of time, effort and money on a new sales, leadership or customer service training programme. It is launched with a certain degree of fanfare. The launch goes well – there is plenty of initial excitement and enthusiasm. However, in the end, there is little or no tangible improvement in performance and a few years later, more time, effort and money is spent on a new initiative.

Why does this happen? 

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