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I have a few basic principles in life that I live by. First of all, honesty is important to me. I tend to speak my mind even though it's got me into trouble a few times. I passionately believe that people should work with people that they can trust, work with people that they can share the same values with.

I often say to people that I am going to enter into a business relationship with, “trust is important and without it we will not be able to move forward”.

The moment trust is broken, there is no basis for a relationship in my mind. I once heard a person say to a colleague, “You say that trust is important to you, and you keep saying it. In fact it’s got to a stage now that I am starting to wonder whether it’s something you say and not something you do.”

Wow! The person was not only stunned but probably also felt that it was a bit unfair. Last year, I had dealings with someone and this person said to me on a couple of occasions about the importance of values. In fact, they said it repeatedly, when we were discussing something that we didn’t particularly agree with each other on, the person actually asked me, whether I was calling into question their integrity. At that time, I was a bit stunned by the question because that wasn’t on my mind and as somebody who works with people that I trust; this person’s integrity was not an issue in my mind. (more…)




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I am seeing the word 'Entrepreneur' used a lot these days and in many cases it refers to people that are not Entrepreneurs at all.

There is a lot of difference between someone that builds a business and an Entrepreneur.

The trouble is, the word comes from French:
1875–80; < French: literally, one who undertakes (some task), equivalent to entrepren (dre) to undertake (< Latin inter- inter- + prendere to take, variant of prehendere ) + -eur -eur.

So basically it refers to an employer or business owner. However, over the years we have used it to describe someone that starts a business or develops a business normally in an innovative or creative way and often against significant odds.

Now we seem to be using it liberally to describe anyone starting up a business or owning one.

I think that is sad. We should be able to differentiate those that are simply running or building a business and those that are reinventing businesses.

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I received an interesting call the other day from a lady claiming to be a 'Windows Certified Professional', and telling me that I was downloading malicious software, spyware and viruses onto my computer.

She proceeded to tell me to turn on my computer so that she could show me the problem.  I am not a nasty person on the phone, but I am told regularly that I need to be more assertive, so I asked what company she was from and what she wanted to sell me.  

Really I should have said 'no thank you', but I didn't and she continued repeating the script she had in front of her.

Equally, I continued on, asking her, “why?”with no decent reply.  So finally I told her that I didn't use Windows, to which she replied: "So what do you use, XP, Vista, Windows 7?" (more…)




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The United States remain the top destination of choice for millennials who are willing to work outside of their country of residence, according to a World Economic Forum survey.

Released on Monday, August 28, the Global Shapers Annual Survey 2017 results showed that 81% of respondents from over 180 countries are willing to work abroad. For the 3rd year in a row, the United States is still the top destination of choice for those who are willing to advance their career abroad at 18.2%, followed by Canada at 12.4%, and the United Kingdom at 9.6%.

The Global Shapers Annual Survey 2017 received over 31,000 responses from people aged between 18 and 35. The survey was open from March 31 to June 30, 2017.

These results may have implications for your own recruitment and succession planning strategies.




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All leaders, regardless of sector, are facing unprecedented levels of disruption and uncertainty about the future.

When running various organisational change sessions with leaders and managers one question would often come up – “when are things going to settle down?” It was understandable, if unrealistic.

These leaders were often exhausted, having had numerous complex and frequently competing changes dumped on them from on high. Their people were anxious and they felt unable to reassure.

They were trying to manage through the disruption of digitisation, new competition, or the need for greater collaboration, while not letting current quality levels dip and having to reduce costs. Sound familiar? All leaders, regardless of sector, are facing unprecedented levels of disruption and uncertainty about the future.

It used to be so much simpler. Remember the days when you had a 'change management' plan and you could plot it out on an Excel spreadsheet? It had a beginning, a middle and, most importantly, an end, and change was seen as a sequential linear activity. Not anymore. These days change is unending, unpredictable and as linear as a bowl of spaghetti.

So how can leaders gear up to cope with the levels and pace of disruption that is now required of them? We used to believe that if leaders worked more, knew more, planned more, controlled more than they could manage better. The truth is that just trying to do more no longer works. Leaders have a finite 

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A study of 1,000 UK adults in full or part-time employment – conducted by Cascade HR as part of The Conflict Report 2017 – found that differences in working hours or taking on bigger workload sizes are the biggest causes of squabbles for almost 1 in 3 (32%) UK colleagues.

Gossip and rumours were the second biggest issues (31%) followed by friendship groups and cliques (27%). Favouritism in the workplace was the cause of conflict for almost 1 in 3 (23%) British workers.

Salary differences, disparity over wages and promotions have also been known to cause issues for a fifth of workers, who say they have noticed a colleague’s attitude change if they have been overlooked for progression.

Worryingly, just under half (49%) of employees feel their company is effective at dealing with these problems in the workplace.

Oliver Shaw, CEO at Cascade HR, said: “What is clear from these results is that a significant number of conflicts at work are started by colleagues feeling slighted in favour of other people. However, it’s concerning to see the number of workers who don’t feel their employer handles workplace conflict in an appropriate way.”

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The ability to set goals effectively is a key managerial skill. It’s also the key to being a successful individual contributor, according to leadership expert and best-selling author Ken Blanchard.

“All good performance starts with clear goals. If people don’t know what you want them to accomplish, what are the chances they will be successful? Not very good.

“It’s very important to have work goals that are observable and measurable,” explains Blanchard. “Peter Drucker used to say, ‘If you can’t measure something, you can’t manage it.’ Measurements are important to give both managers and direct reports more clarity when assessing performance.”

So often in organizations, Blanchard explains, people forget there are three parts to managing people’s performance: performance planning—where goals are set for the year; day-to-day coaching—where the manager provides direction and support as needed; and performance review—where manager and direct report get together to evaluate the individual’s job performance.

“Of these three areas to managing performance, where is most of the activity centred in most organisations? Unfortunately, it’s on performance review.”

Blanchard believes that instead of using performance review as a way to sort and grade people, organisations should use a process that helps everyone “get an A.”

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