Harnessing natural intelligence

Rosie Tomkins | 08 Jun 2021

All change brings new opportunities. The tree that looks almost dead in the winter bursts with blossom in spring. The frozen wasteland delivers a bountiful harvest in the autumn. As business leaders, we can learn a lot from nature.

Building trust remotely

Wayne Turmel

Trusting the people you work with (and for) has never been easy. But when you work remotely it's even tougher.

Managing time in meetings

Wayne Turmel

One of the main concerns when running a webinar or virtual meeting is managing time effectively so we don't lose sight of what the meeting is actually supposed to accomplish.

Getting back to work in the post-pandemic world

James M. Kerr

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.

Cultural intelligence and competing with robots

David Livermore

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.

Experimenting with scenario planning

James Berry

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.

Presenting online is still presenting

Wayne Turmel

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.

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.

John Blakey

What's the purpose of your business?

John Blakey

The rules of the game are changing. To paraphrase Peter Drucker, if you are a business leader and you think the sole purpose of your business is to make profit, then you’re missing something very important.

Edward de Bono

Implementation and ideas

Edward de Bono

Every business is an idea at some stage. But creativity is needed both to find better ways to deliver the original idea and also in adding different products, like new fruit on the same tree.

Wayne Turmel

The virtual office party

Wayne Turmel

We've all know about virtual meetings. So why not take the idea a stage further? Given how tight money is at the moment, what about forgetting a physical office party this year and organizing a virtual get-together, instead?

Dan Bobinski

Turning E-learning into a powerful asset

Dan Bobinski

As someone who strives to create engaging e-learning, I have to admit, I said 'no kidding!' when Management-Issues ran a piece entitled 'E-learning is a boring distraction'. But even though it's often true, it doesn't have to be like this.

Earlier opinion

Staying on track isn't easy

Wayne Turmel

It's surprising how often teams lose sight of their goals. There are plenty of reasons, and maybe understanding some of the most common will help you and your team reassess where you are headed.

A far more serious public health crisis

Rod Collins

As we struggle against the the Covid-19 pandemic, it's clear there is a far more serious public health crisis that has long been hidden in plain sight: a digitally primitive healthcare system.

How problem-solving styles affect team togetherness

Curt Friedel

As a manager, how do team members respond to your approach to solving problems? How does team dynamics gel with your personality and affect chemistry and productivity?

The supremacy of the mediocre

Rainer Zitelmann

Why are people with ambition who want to achieve something extraordinary and are unwilling to settle for an average existence so often met with hostile suspicion?

Covid-19 and the hazards of experts

Rod Collins

Rather than simply a public health crisis, the Covid-19 pandemic is a social system crisis that demands solutions based on the evidence of data, rather than simplistic responses based on the opinions of experts.

Three ways to plan for an uncertain future

James Berry

In today's troubled times, even the most successful business can find itself in difficulty. So how can businesses plan for an uncertain future?

Old habits die hard, new habits die easy

Max McKeown

Habits are efficient. Without them, we would need to find a response to every situation no matter how many times we had experienced it before. But how do you change an old habit or create a new one?

Don’t confuse task completion with productivity

Wayne Turmel

People who work remotely often claim to be ‘more productive’. But productivity is a long-term measurement that means more than just getting more tasks finished in a given time period.

Managing the new era of flexible working

Fred Krieger

In the post-Covid era of flexible work, physical and remote workspaces will coexist. But the question is: how can this fragmented set-up be effectively managed?

Make your people part of the solution, even virtually

Matthew Handley

This year has presented companies with a series of seemingly insurmountable problems. But those that find ways to engage their employees in the design of solutions are likely to rise above the adversity.

The difference between a mob and a crowd

Rod Collins

How is it that sometimes when we come together in groups, we are extraordinarily brilliant, but at other times we are incredibly dumb? The answer is the difference between collective intelligence and groupthink.

The four obstacles to corporate innovation

Michael Ellenby

There are four main obstacles to corporate innovation that can stifle the potential of organisations of all sizes. Understanding how to overcome them is key to a healthy future for every business.