The mortar in a project's wall

Wayne Turmel | 20 Jan 2017

What holds a wall together is the mortar between the bricks. And what holds a project together is the effective, clear and proactive communication between individuals.

Dealing with a space invader

John McLachlan

We all know them. They’re the space invaders, the people who waste your time at work, ignore your boundaries and make you feel uncomfortable. But how do you spot one - and how do you deal with them?

The second wave of the digital revolution

Rod Collins

Thanks to the internet, we have experienced more change in the past 16 years than in the previous five decades of the last century. But that's nothing compared to what the second wave of the digital revolution will bring.

Meaning what we say?

Janet Howd

An unintended consequence of the aftermath of the deregulation of the financial markets in the late 1980s was the deregulation of once-powerful words that has stripped them of much of their impact.

Resolutions and the blame game

Peter Vajda

This year, as every year, 98 per cent of those who make New Year's resolutions will have given up or failed by Valentine's Day. One of the main reasons for this is that we're stuck in a victim mentality that stops us following through on our intentions.

Five remote team new year's resolutions

Wayne Turmel

The new year is a great time to ask some fundamental questions about how your project team works together and what needs to change. So here are five "new year's resolutions" you should at least consider for your remote team.

The magic of festival

Michael Jones

As we enter into this festive time of year, its worth remembering that Festival often comes during times of great disruption - a surge of energy so strong that it acts as a counterpoint to the world of official and hierarchical order.

From the archive

Morale: a moving target

Duane Dike

What we think we know about morale is probably wrong, especially the black and white notion that morale is either ‘good’ or ‘bad’. Like most human feelings, morale is a moving target, which is why being sensitive to its nuances is such a key skill for leaders.

Gary Sheard

What we can learn from awful managers

Gary Sheard

There are innumerable examples of awful management: the media is full of them. But rather than dismiss them, how about learning from them so that we can start to re-pot the seeds of human potential into more fertile ground.

David Livermore

What diversity matters most?

David Livermore

Diversity of thought, work style, function and age are all important forms of difference. But not all diversity is equal. The two types of diversity that matter most are visible diversity and under-representation.

Robert Heller

Contemporary management is obsolete

Robert Heller

Management is out of date. Managers are failing to take advantage of a unique moment in history where the gathering pace of change opens the door to revolution and new types of organisation.

James M. Kerr

Leadership in troubled times

James M. Kerr

Most management teams can identify what is needed to help their company evolve. But most are much less accomplished at the sort of active, directive leadership that is required to galvanize teams and make change happen.

Robert Heller

Valuable advice

Robert Heller

Advice has become so institutionalised in recent years that it is one commodity that managers have in plenty. But it's not the advice that really matters – it's how you use it.

Earlier opinion

Weird, rude, or different?

David Livermore

Cross-cultural encounters can sometime be very awkward. Here are a few suggestions for a culturally intelligent way to respond to those difficult cross-cultural situations.

Encouraging others to do what you want

Val Nichols

Having a job title doesn’t make you a leader. If you want other people to follow you, you first have to enlist their support. And that means that you need to build your influencing skills.

Root cause problem-solving

Peter Vajda

For many years, the Japanese have approached the process of problem- solving with a strategy known as "the Five Whys". Peter Vajda explores how this helps us find better solutions.

You can't take the practice out of presenting

Janet Howd

Our fear of giving a presentation often means we perform well below par. But running a marathon scares people too, yet those who try it usually perform well. Why should that be?

Would you follow you?

Val Nichols

If you want to be a leader, a good place to start is by considering what convinces you to follow someone else. The chances are that the factors that carry the greatest weight are ones to do with trust.

Strategic planning must change with the times

Mark Heffner

Effective strategic planning and execution can do much to improve competitive advantage and value. But it has done right if it is going to fit with today’s rough and tumble world.

The accountability dilemma

Duane Dike

It’s all very well being held responsible and accountable as a manager, but that can only work if you’re also able to make real and meaningful decisions. Yet all too often, that decision-making lives with other people.

Is hierarchy really necessary?

Rod Collins

Throughout human history, hierarchy has been a near-universal model for organizing the work of large numbers of people. But as the world is transformed by hyper-connectivity, are self-organized networks a more appropriate organizational design solution?

Workplace excellence can be contagious

Serguei Netessine

Team performance can often be more, or less, than the sum of the parts. So it’s significant that research has demonstrated that collective outcomes soar when top performers mingle with less adept colleagues.

North America's accent problem

Wayne Turmel

As a Canadian who spends a lot of time on international conference calls and webinars, it's impossible not to notice that almost everyone can deal with foreign accents except (North) Americans.

Choosing to be humble

John Blakey

The sad story of ‘Big Sam’ Allardyce, the shortest-serving manager in English football history, is a classic example of someone falling foul of habit No.6 of a trusted executive - choosing to be humble.

Feelings vs reasoning

Duane Dike

The older I get, the more I see that rather than ignoring people’s expressions of feeling, managers ought to welcome them as good for business and realize that results can improve when you listen and respond appropriately to them.