Category Archive

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Confessions of an ENFP lion-otter hybrid

Wayne Turmel | 01 September 2017

I have officially taken every personality profile known to man. Other than telling me that I'm an ENFP, Independent-Working Blue-Green Lion-Otter hybrid, the one thing they have in common is unanimous agreement that I DO have a personality.

Why empathy makes for stronger organisations

Manfred Kets De Vries | 17 August 2017

The ability of executives to see themselves from the outside and others from the inside, plays an important role in effective team formation.

Quantum physics and quarky behavior

Kieran Hearty | 31 July 2017

If you want to understand some of the less acceptable aspects of human nature the answer may lie in quantum physics. And the same ‘quarkiness’ that explains bad behavior can also be used to energize and motivate those around us.

The truth about change

Peter Vajda | 05 July 2017

The reason change so often fails is that we resist letting go of old ideas and beliefs. But you cannot change and remain the same. Change means the letting go of the old and encouraging something new to develop. And that's as true for organizations as it is for individuals.

Not negotiable! Why business must negotiate more effectively

Tony Hughes | 01 December 2016

Most people, in most circumstances, negotiate badly, most of the time. But negotiation skills can be learned. Here's how to negotiate more effectively, whatever the shape or size of your organisation.

Encouraging others to do what you want

Val Nichols | 31 October 2016

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.

The magic of early mornings

Max McKeown | 18 August 2016

Time is the same for everyone. Yet time is used and experienced very differently. Some people make time, others are crushed by it.

The road to Rio: three powerful leadership lessons

John Blakey | 27 July 2016

The road to Rio represents four years of dedication, hard work and suffering for thousands of athletes from around the world. But working with Olympic sports coaches can also offer valuable lessons for those of us leading businesses.

Learning from Demosthenes

Wayne Turmel | 27 July 2016

If you’re looking for a role model for how to conduct yourself as a business person and a human being, my vote is for a lawyer who pounded the streets of ancient Athens 2300 years ago. Yup, Demosthenes is my boy.

Select your confidants carefully

Duane Dike | 07 March 2016

No-one operates effectively in isolation. That’s why we all need trusted compatriots to teach us how to think, help us to see things differently and to keep us out of trouble.

Why you need equanimity

Peter Vajda | 04 March 2016

For many of us, stress is a wrapper surrounding our lives. Surrounded by crisis and conflict, it is easy to be knocked off course. What we need instead is is equanimity - the evenness of mind under stress.

The four keys to personal humility

John Blakey | 03 December 2015

What does it mean to demonstrate professional will and personal humility, not as an isolated leadership technique, but as a personal mantra for living? Jim Collins’ level 5 leadership model has the answer.

The power of negativity

Clayton Ainger | 06 November 2015

In a world obsessed with positive thinking, negativity gets a bad rap. So it’s easy to ignore the fact that negativity has meaning and that we experience it because we are unhappy with some aspect of our lives.

Confidence the key to successful negotiations

Brian Amble | 30 July 2015

Under-confident negotiators achieve a successful outcome in just one in five of the negotiations they’re involved in, new research has found.

Better stoned than multitasking?

Wayne Turmel | 14 July 2015

Multitasking, we’re told, makes you even less effective than you would be if you were stoned on marijuana. But how can you reduce the negative effects of gadget overload when most of your communication relies on technology?

When management meets emotional intelligence

Sandrine Frémeaux | 05 June 2015

The fine balance any emotionally intelligent leader has to strike is to take into account basic human needs without being tempted to institutionalise them. And the the most important element in this is the example set by a leader’s own actions.

Self-help or self-serving?

Sarah Alexander | 19 May 2015

Self-help in its various forms is a multi-billion dollar business. But it’s a house built on sand, peddling hugely over-simplified ideas that risk creating more problems than they solve. Here are some self-help sacred cows it would be better to out out to pasture.

Can you ignore your weaknesses?

Mike Roarty | 26 February 2015

Sometimes the best thing to do about a weakness is simply to ignore it. That might sound counter-intuitive, but if we explore the notion of strengths-focused leadership, the reasons quickly become apparent.

A gift from a stranger

Michael Jones | 15 December 2014

As we enter the season of celebration and gift-sharing, consider leaving a space at the table for the stranger: the one who communicates intangible gifts in the form of emotional truths about ourselves that we may not discover on our own.

Why it's good to bring your emotions to work

Roxi Bahar Hewertson | 21 November 2014

Emotions are an integral part of being human. Without emotion there is no energy and no action. So far from leaving them at home, emotions are critical to the success of an enterprise and need to be acknowledged, valued and understood - even the ‘inconvenient’ ones.

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