James M. Kerr | 07 Apr 2021
As organizations prepare to get back to work in a post-pandemic world, leaders must focus on just how they intend to get on with work for years to come.
The dystopian view of a future overrun by robots forgets that the human brain gives us some things technology cannot compete with, namely our ability to adapt and create.
Scenario planning isn’t just about developing proactive strategies to deal with a possible crisis. It can also be a useful way to highlight potential weaknesses in your organisation or operations. Here’s how to go about it.
The chances are that the resolutions you made on Jan 1 are already distant memories. But if you want to avoid making the same resolutions again next year, here’s a simple, four-step process to get you back on track.
Andre de Waal
Too many organizations ignore or tolerate bad management. Yet bad managers will never get optimal results, so their tell-tail traits need to recognized and dealt with.
Rod Collins | 06 Jan 2021
The world is changing much faster than their organizations. And that’s a big problem, because traditional businesses are not designed for adapting to change or aligning with shifting markets.
What better time than the New Year to stop, reflect on what’s happened in 2020 and gird our loins for what looms ahead. In that spirit of reflection, here are five questions all team leaders should be asking themselves.
After this unprecedented year, finding ways for a team to connect and address the needs of the whole person rather than focusing solely on work priorities is more important than ever.
If someone in your organisation has an idea, is it welcomed? Or does hierarchy, history and organisational politics make innovation impossible?
The Connected Manager
22 Feb 2021
Presenting online is more like a traditional presentation than most people think. But too often, those delivering material online do so in just about the least effective manner possible.
03 Feb 2021
What you know now is good for now, but might be completely outdated by tomorrow. This means there's a constant need to learn new things, both formally and informally.
We talk to Jeff Schwartz, a founding partner of Deloitte Consulting's Future of Work practice, about his new book, "Work Disrupted: Opportunity, Resilience, and Growth in the Accelerated Future of Work".
As companies increasingly source talent for specific pieces of work, how can they manage an increasingly complex 'quantum' workforce?
What are offices going to look like in a post-pandemic world? How can they become safe and productive spaces?
Could a compulsory Covid-19 test become part of our regular working routine? In this Q&A, we ask two UK lawyers about the complex legal issues employers need to consider.
USA Weightlifting’s CEO, Phil Andrews, explains how his organisation has managed to stay afloat during the pandemic.
Most change initiatives fail to deliver. Here's why.
Improve your personal creativity and help organizations do the same.
Because good service starts with good management.
Have we learned anything new about leadership over the past few decades?
How to put the "we" into a team.