Resources filed under engagement
(21 articles found)
A: A client asked me this very good question in a discussion about leadership capability. "You've talked about the risk for us as leaders of the organisation" he said, "but what are the risks for you as leadership practitioners? What keeps you awake at night?"Read this article "What are the risks of working with leaders?"
Underperforming underlings represent a huge challenge for any manager. Not only are they very difficult, but their poor performance can rub off on you. What do I look out for?Read this article "The Careerist: Managing an underperformer"
We’ve all heard and experienced a lot of claptrap about customer service. Which company doesn’t put their customer first? Or rather which company really does?Read this article "The real value of customer service"
What if your colleagues read your work in the same way that they read a newspaper? - flicking through the headlines, ignoring great swathes. Are you giving them the right headlines?Read this article "What's your point?"
A tried and tested tool for a fairly new branch of psychology, the ABCD framework helps leaders and teams talk through critical incidents and get to the crux of the issue.Read this article "The ABCD tool for leaders"
Q: I’ve recently taken on a change management role and behaviour change looks to be a significant part of it – what’s the latest thinking?
A: Rather than the latest thinking, remind yourself about some basic truths. Psychology research says there are four components to changing behavioural habits in an individual. Make sure your change programme, at the very least, has these building blocks of change covered...Read this article "I’ve recently taken on a change management role and behaviour change looks to be a significant part of it – what’s the latest thinking?"
So what does it take to ‘break the rules’ and immerse yourself in innovation? This article takes a closer look at; breaking the rules, being an ideas company,‘The innovation jam’ of an organisation’s creativity, the three essential questions, location vs distribution, a new workplace, and building organisational energy.Read this article "Compelling need to immerse in innovation"
Research suggests that ‘talking out’ your concerns does not always help and that suppressing negative thoughts can be just as bad for you. So how do you take care of yourself after making it through a tough time?Read this article "Taking care of yourself"
Love it or dread it, spending Christmas with the family is part and parcel of the season. So how can you avoid falling into the same family dynamic every year? where everyone has a part to play...and it's not always a comfortable one.Read this article "Surviving the silly season"
Before a major change programme is introduced, senior teams have often had lengthy discussions to digest the changes - not so the rest of your organisation. Find out how to make your next message land better.Read this article "Two essential steps for communicating change"
Q: We are going through a period of considerable change, how can I make sure my team stay motivated and on board?
A: People are critical to success for all organisations – your employees and your customers. Keeping them as motivated as possible is even more important in times of change. Make sure you stay true to your values and how you work with people, whatever is happening..Read this article "We are going through a period of considerable change, how can I make sure my team stay motivated and on board?"
If people are an organisation's greatest asset, are you doing enough to let them know? Employee motivation has taken a dramatic dip at a time when we need people to feel most valued.Read this article "The real value of your people"
Q: I've heard people in my organisation talk about psychological contracts, what exactly are they and are they important?
A: A psychological contract is an informal agreement: the perceived (but mostly unarticulated) ‘expectations’ an employee and the organisation have of each other. A great example of this is the so called military covenant, but psychological contracts are everywhere.Read this article "I've heard people in my organisation talk about psychological contracts, what exactly are they and are they important?"
Controversial lawyer Stefan Cross recently secured 4,000 female workers equal pay rights. So exactly what does it take to achieve a shift in attitudes towards equal pay?Read this article "A shift towards achieving equal pay"
You're ready to roll out a brilliant change programme that will clearly benefit your organisation - so why the palpable lack of motivation from your people? and what can you do about it?Read this article "Feeling the strain of change fatigue?"
The seismic shifts in the economy have brought long term change, perhaps even change for good. Companies are having to rethink their business models and workforce management to be much more agile and responsive to their markets and customers.Read this article "Changing the face of work as we know it"
You'd be hard pressed to find a leader today who hasn't reached for a 'culture change' intervention at some point in their careers - but what does it really mean?Read this article "Getting to the basics on culture change"
As we start to take the first tentative steps towards a recovery, it's critical as a leader to pay close attention to how you're compensating your people.Read this article "The importance of fair compensation"
The way we've talked about and developed talent has been intricately linked to changes in the business climate. Virginia Merritt looks at what the future holds for talent development in the years ahead.Read this article "Talent for the future"
Every organisation contains talented people. But no matter how gifted, these people need to work in organisations with a robust talent development strategy and the right organisational culture. This report looks at using a whole systems approach to talent development, rather than simply seeing it as a set of HR processes.Read this report "Talent: the whole systems approach"
Over 150 interviews with talented people and company representatives. 24 participating organisations: large blue chips, small start-ups, public sector organisations, charities. 8 months work. The result is a comprehensive and fresh look at talent development – how to lift employee motivation and manage your workforce for better performance.Read this report "Magnetic attraction: the power of talent and the corporate brand"