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Developing businesses of the future, better workplaces and better outcomes




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An organisation is made up of people and when people are involved, emotions automatically come into play, and a workplace is no different.

It would be unwise to assume that a workplace is all objective, no-emotion only performance kind of a packed room where hormones have no scope to creep in, however, the fact is that emotions alone are the biggest motivator or de-motivator of an employee.

The emotions alone, govern the performance and efficiency of a worker and had it not been the case, we would have never talked about the importance of work-life balance and for the present context, the need of emotionally intelligent leaders.

The current times are very dynamic not just economically but also socially where the social fabric is rapidly evolving due to globalisation and other influences. The average age of the workforce is reducing and the leaders now look forward to managing people belonging to different cultures and backgrounds. In such a situation, it is important for a leader to be highly sensitised to the emotional aspects of his/her transactions with people.

Emotional Intelligence is basically the ability to recognise and understand one’s own feelings and emotions as well as those of others and use that information to manage emotions and relationships.

The 4 important aspects of EI as proposed by Daniel Goleman are:

  • Self Awareness
  • Self Management
  • Social Awareness
  • Relationship Management or Social Skills

A leader tends to have a huge influence on the thoughts and motivation of people. He/she has the capacity to enthuse optimism and confidence in the followers and lead them to constructive endeavours which is called resonance and on the other hand they can negatively influence them to destruct, e.g of such leaders being Hitler and d Osama Bin Laden which is opposite to resonance called desonance. (more…)


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Everyday we connect with and forge relationships with new people.

In those few moments of introductions, you need to be able to capture someone's interest and make them remember you.

An 'elevator' pitch or speech is so-named because it's so quick you can tell someone on an elevator ride and draw their interest before the doors open.

This resource will help you form a clear message about you, so you can easily share it with others.

DEVELOP YOUR ELEVATOR PITCH

Want to Know More? Visit 

The Art of the Elevator Pitch: Chris Westfall


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Most of us have an innate desire to please, which can often lead us to say yes to things we would rather say no to.

Although a positive ‘can-do’ approach seems to be the best way of getting ahead, saying yes to everything can have a negative impact on work and health.

This activity is designed to help you learn how you can say no occasionally, while still appearing an enthusiastic team player who believes in themselves and the contribution they make.

It can be completed as part of a full development programme or as a ‘stand-alone’ exercise at, for example, a team meeting.

 ASSERTIVENESS - JUST SAY NO!


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When two or more people are involved in a relationship they will adopt a certain style of behaviour towards one another.

The same can be said of a leader and members of their team.

One of the most fundamental characteristics of such behaviour is the respect that is shown for the other's rights or opinions.

 

There are three basic behaviours involved in a relationship:

AGGRESSIVE: "I have my rights, you have none" (Win-Lose)

ASSERTIVE: "I have my rights, you have yours" (Win-Win)

SUBMISSIVE: "You have your rights, I have none" (Lose-Win)

This quick guide reminds you of how these three basic behaviours manifest themselves and the impact they can have on relationships.

 UNDERSTANDING INTERPERSONAL BEHAVIOURS


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If you are a business advisor or a business interested in understanding more about the value of intellectual property assets this free seminar held at iCentrum will help you.

They will show you how intellectual property underpins innovation and why strategic management of intellectual property assets is vital for business growth.

Speakers include the Department for International Trade who will discuss internationalisation of your ideas, local firms Browne Jacobson and Barker Brettell will discuss collaboration with your ideas and protecting them.

IPO will explain the intellectual property journey and key steps to take along the way. Midlands Innovation, representing eight major universities in the region, will demonstrate how local businesses can benefit from their world-leading intellectual property portfolio.

DATE AND TIME: Wed 14 March 2018 | 08:30 – 12:00 GMT

LOCATION: iCentrum, Innovation Birmingham Campus, Faraday Wharf Holt Street, Birmingham B7 4BB

Register Via Eventbrite Here


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The following are the top ten articles about leadership posted by McKinsey.

1. What makes a CEO 'exceptional'? McKinsey assessed the early movers of CWOs with outstanding track records; some valuable lessons for leadership transitions emerged.

2. High-performing teams: A timeless leadership topic.  CEOs and senior executives can employ proven techniques to create top-team performance.

3. Why effective leaders must manage up, down, and sideways  Strong team leadership isn’t enough. Research shows the importance—for business impact and career success—of also mobilizing your boss and colleagues.

4. Culture for a digital age Risk aversion, weak customer focus, and siloed mind-sets have long bedeviled organizations. In a digital world, solving these cultural problems is no longer optional.

5. What’s missing in leadership development? Only a few actions matter, and they require the CEO’s attention.

6. Memo to the CEO: Are you the source of workplace dysfunction? Rudeness and bullying are rife, says Stanford professor Bob Sutton. Wise leaders figure out how to fix their teams and organizations; and they start by taking a long look in the mirror.

7. How functional leaders become CEOs Limited operational experience is not necessarily a barrier to the top job. Here’s what CFOs and others must do to jump to the next level.

8. Putting lifelong learning on the CEO agenda In an open letter to business leaders, a Harvard Business School professor and a learning engineer at the Chan Zuckerberg Initiative present an emphatic case to make learning a corporate priority.

9. How technology is changing the job of the CEO What we learned when more than 75 chief executives and board chairs gathered to share concerns and offer one another advice.

10. Time for a new gender-equality playbook The old one isn’t working. We need bolder leadership and more exacting execution.

 


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