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.Read More
The 19th November saw our latest 'Secret Source' event, this time the 'Secret Source of Outstanding Leadership'.
Hosted by Andy Williamson and Jeff Wolfin, over 40 people from over 25 different businesses gathered in central London. They ranged from global corporates such as GE, Vodafone, RSA Insurance and British Airways through to SME’s, new business start-ups and charities. They all came to listen to, discuss and share different perspectives on a defining skill of the 21st century leader – the ability to exercise good judgement. This was defined as ‘Taking conscious decisions and actions that are not unduly or undesirably influenced by our conditioning’.Read More
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!Read More
A huge amount is written about what business people can learn from great sports people. In fact, entire post sporting careers have been built on speaking engagements that pass on the insights from sporting success to the workplace - much of which makes good sense. However, being a champion of good business practice and a self-confessed sports nut, I wonder if we can invert this and look at the lessons managers in sport can potentially learn from managers in business.Read More
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?Read More
Most managers become managers because they were good at doing the job they are now managing others to do. As a manager therefore, it can be enormously tempting to use our experience and expertise to ‘fix’ situations and problems that our people may bring to us. Sometimes this is perfectly appropriate however, if this is too much of a habit, it can be the road to ruin. It creates a dependency and reliance on the manager that means they become overburdened and overworked and worst case, reduces the sense of ownership and responsibility of their direct reports to become more self-sufficient and deal with the issues themselves.Read More
I met someone recently who massively inspired me. Not someone in the public eye, not someone who had won something or who had done anything particularly momentous or noteworthy. Just an ordinary guy doing his job. Let me tell you why I warmed to him…Read More