Getting feedback from a virtual audience

Wayne Turmel | 10 Sep 2019

Speaking to large groups on-line can be deeply disconcerting. Why? Because even in a lecture-type presentation, you get all kinds of feedback. But doing it virtually feels like you’re talking into a void.

The new rules for how business works

Rod Collins

Whether we like it or not, the digital revolution has completely rewritten the rules of how the world works. And even more disconcertingly for those who want to hold onto the old rules, this revolution is only just getting started.

Three inconvenient truths about corruption

Marc Le Menestrel

Any definition of corruption that does not include your own actions is a self-protective fantasy. So having honest, adult conversations about corruption requires accepting that none of us is ethically pure.

Faith, trust and teamwork

Wayne Turmel

Having faith is a wonderful thing. But today's project and functional teams need to run on trust. Why? Because unlike faith, trust is evidence-based, built on measurable results and can be restored through hard work.

The powerful drivers and blockers of leadership

Ian C. Woodward

Exploring the hidden forces that motivate and hinder you can make you a better leader. And when it comes to self-development, the first challenge anyone faces is deepening their self-awareness.

Leading organisations as ecosystems (rather than elephants)

Sharon Olivier

The world isn't predictable, uniform or controllable. So trying to run organisations via planned, top-down programmes dictated by senior leaders is doomed to failure. Instead, we need to start viewing organisations as living eco systems, rather than some sort of machine.

Vital lessons from an eight year old

Wayne Turmel

The most important business lesson I ever learned, I learned at eight years old. And it’s something that is as relevant to all of us today as it was to me as a kid back then.

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.

Robert Heller

Bad management decisions and the recession

Robert Heller

During this, the second-worst of all modern economic disasters, if a company announces lay-offs and closures, much of the blame is automatically attached to the downturn. However, a measure of blame has to be attached to management itself.

Janet Howd

Top dog or under dog?

Janet Howd

Until underdogs are properly valued, top dogs will always be in danger of being caught off balance by the uncertain force of the thrust from below.

Wayne Turmel

Mind the (generation) gap

Wayne Turmel

For the first time in over 40 years, the workplace contains people with two very different sets of experiences. As managers it's our job to leverage the best thinking of each group as well as find ways to help them understand each other.

Jurgen Wolff

April Brainstorm

Jurgen Wolff

Now is a great time to take stock, clear out what we don't need anymore, and use the energizing power of the season to get started on some new creative projects.

Earlier opinion

How collective intelligence can prevent business meltdowns

Rod Collins

Anyone who has worked in a business for a long time will probably have a story about an actual or near catastrophic meltdown. But as my own experience shows, leverage collective intelligence is the best way of avoiding these disastrous situations.

How humor can help shape strategy

James M. Kerr

More and more companies globally are using humor as part of their brand strategies, and Stand-Up Strategist has just released its second annual ranking of the best corporate April Fools campaigns.

The two big communication questions

Wayne Turmel

Communication increasingly seems to be a question of technology. But it isn’t. It's a complicated process with lots of moving parts. And it starts with two very important questions

Revolution in B2B retail: from perfume to platform economy

David Dubois

In the digital age, where consumers and brands are connected like never before, B2B retailers need to embrace new business models and pivot into platforms.

Key skills for virtual leaders

Wayne Turmel

Leading a virtual team is a tough call, so here are seven key behaviors that leaders of virtual teams need to develop to be successful.

All new ideas are made of old ideas

Max McKeown

In the same way nature has mixed and remixed matter to arrive at our current universe, mankind has mixed and remixed ideas to arrive at our current society. So if we want to make the future better, we need to look for new combinations of old ideas.

How firms can avoid the mediocrity trap

Manfred Kets De Vries

Managers who are emotionally insecure or who have a fragile self-esteem face a dilemma when making hiring decisions. That’s why B-players often fail to hire the best people.

Principles before personalities

James M. Kerr

During large-scale reorganizations, discussions can often become heated and turn personal. That's why it's important to keep in mind some techniques to ensure that your teams stay focused on the "why" and the "what" rather than getting bogged down with the "who".

Three scary things that real leaders need to do

Greg Giuliano

If you want to be a leader and not just a boss, you need to stop relying on your title or your position to get people to comply and start to strengthen your connections with others.

Great advice from a sketchy source

Wayne Turmel

Ian Fleming’s James Bond books don’t normally spring to mind as sources of useful management advice. But there’s a line in ‘Goldfinger’ that is actually quite brilliant if you run a remote team.

What's the answer? It depends

David Livermore

I’ve gained a reputation for being the “It depends” guy. When fielding questions during a presentation on cultural intelligence, my default response is “It depends!” Let me explain why.

The creativity success manifesto

Jurgen Wolff

Whether you want to write a best-seller or launch a new business venture, success in any kind of creative endeavour depends on some common factors. Understand these and your chances of hitting the jackpot will be multiplied.