Hunting, Fishing and Trawling for diversity: the net benefits of promoting women into leadership

[fusion_text] Leadership pipelines, succession planning and talent development are on-going organisational headaches. A recent McKinsey Insights article agreed, arguing that “Organizations should learn to hunt, fish, and trawl for the best talent.” The problem seems to be one of diversity: where they cast their nets – and what or who they are aiming to catch. … Continue reading “Hunting, Fishing and Trawling for diversity: the net benefits of promoting women into leadership”

Post-truth or post-trust?

[fusion_text] Without trust, there’s no need to assess truth – why leadership behaviours matter Dictionaries don’t often make headline news, but Oxford Dictionaries Word of the Year is an annual exception – an easy attention-grabbing article that can congratulate itself on seizing the zeitgeist. If newspaper columnists and web editors felt an ironic chill climb … Continue reading “Post-truth or post-trust?”

Ten ways that you’re communicating badly with your workforce

[fullwidth background_color=”” background_image=”” background_parallax=”none” enable_mobile=”no” parallax_speed=”0.3″ background_repeat=”no-repeat” background_position=”left top” video_url=”” video_aspect_ratio=”16:9″ video_webm=”” video_mp4=”” video_ogv=”” video_preview_image=”” overlay_color=”” overlay_opacity=”0.5″ video_mute=”yes” video_loop=”yes” fade=”no” border_size=”0px” border_color=”” border_style=”” padding_top=”20″ padding_bottom=”20″ padding_left=”” padding_right=”” hundred_percent=”no” equal_height_columns=”no” hide_on_mobile=”no” menu_anchor=”” class=”” id=””][fusion_text] Are you a negative leader? Are your team afraid to come to you with concerns because you only call a meeting when … Continue reading “Ten ways that you’re communicating badly with your workforce”

Trust and reputation: living the brand in public

We can all think of a celebrity or two who has forgotten that they are in the public eye and wound up losing the support (and the money) of sponsors who helped to keep them there. Tigers Woods may be the best a man can get on a fairway, but Gillette concluded that better men … Continue reading “Trust and reputation: living the brand in public”

The Neurology of Professional Performance

[This post is a synopsis of a longer article, published in Strategic HR Review, Volume 15, Issue 4, and available for purchase and download online] The challenges of today’s world make leadership approaches rooted in fixed, rigid positions not just counterproductive, but likely to lead to organisational failure: leadership must now be more adaptive and … Continue reading “The Neurology of Professional Performance”

Leadership crises: a problem of performance or of expectations?

[fusion_text] Our newspapers, TV news channels and social media regularly highlight the plight of leadership facing difficult challenges, or of organisations facing what is almost always characterised as a ‘leadership crisis’. Depending when you read this article, you will no doubt think of several examples, but we are thinking of one case in particular: the circumstances … Continue reading “Leadership crises: a problem of performance or of expectations?”

Talent in the headlights …

… but is your organisation the car, speeding forward into an illuminated future, or the rabbit, paralysed by the threat? Reading the Economist Intelligence Unit’s 2011 report, The Global Talent Index Report: The Outlook to 2015 (download as a PDF file), the ability not be paralysed by complexity and change is a key attribute, and … Continue reading “Talent in the headlights …”

A long but broken engagement?

Back in April 2010, we wrote about the MacLeod Review, a government review into the complex and timely issue of employee engagement. Judging by the frequency with which we read about the topic in the HR/L&D press – and are even requested to comment or write for the same media outlets ourselves – it is not in that category of organisational issues that we can mark down as essentially a fad. On the contrary, engagement is the issue that will not go away. But are organisations listening to the sources that provide evidence of the need to make changes (or even the benefits of doing so)? The verdict is less clear.

Back in April 2010, we wrote about the MacLeod Review, a government review into the complex and timely issue of employee engagement. Judging by the frequency with which we read about the topic in the HR/L&D press – and are even requested to comment or write for the same media outlets ourselves – it is not in that category of organisational issues that we can mark down as essentially a fad. On the contrary, engagement is the issue that will not go away. But are organisations listening to the sources that provide evidence of the need to make changes (or even the benefits of doing so)? The verdict is less clear.

A Little Knowledge is a Dangerous Thing

The areas in which CEOs felt most informed were also those that are typically the easiest to quantity – Labour Costs being first and foremost amongst them. We appreciate that a knowledge and understanding of the bottom line is an essential, but we also can’t help but think that an understanding of the (human) resources that both drive and enable it is important too.

The areas in which CEOs felt most informed were also those that are typically the easiest to quantity – Labour Costs being first and foremost amongst them. We appreciate that a knowledge and understanding of the bottom line is an essential, but we also can’t help but think that an understanding of the (human) resources that both drive and enable it is important too.