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Tag Archives: Engagement



This report provides important insights from business leaders on both the various benefits of employee engagement and the ways to increase engagement.

It suggests that employee engagement is not just an optional extra, but should be a critical part of an organisation’s strategy.

The importance of employee engagement cannot be underestimated. Engaged employees are typically happy employees who feel an emotional connection to their employer and who feel motivated to perform at their best.

Engaged employees are more likely to remain with their employers for longer, deliver higher levels of customer satisfaction and, ultimately, boost an organisations’ bottom line.

In summary - employee engagement is crucial in helping businesses boost customer satisfaction, productivity and, consequently, their bottom line, which is why it should be ignored at leaders’ peril.

This report explores the complex concept of engagement and explains why it is essential that every business in pursuit of profitable growth needs to understand fully the fundamental drivers that help engage staff and help them to perform at their best.

To read the full report: Click Here


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The presidential farewell address used to be a big deal. George Washington started the trend in 1796.

For many decades it was considered the most famous speech in American history. Students had to read it and memorise portions from it until another speech displaced it - The Gettysburg Address.

Although the Broadway hit, Hamilton, recently brought Washington’s speech back to public attention, we don’t celebrate presidential speeches like we used to. I wish we would.

Words have the power to move us. Words have the power to inspire us. Words have the power to unite us. The great speechwriter, Peggy Noonan, once wrote, “When big, serious, thoughtful things must be said, then big, serious, thoughtful speeches must be given.”

When President Barack Obama left office he gave a big, thoughtful speech about serious things.

The Smile: Obama walks out with a brisk gait and an easy, wide smile. He makes eye contact with all parts of the room. Research shows that your audience will form an impression about you within seconds, before you say a word. Make your first few seconds count.

The Humour: After a long, sustained applause by fervent supporters in the audience, Obama had to get everyone settled. “We’re on live TV here, I’ve got to move,” he said with a smile. “You can tell that I’m a lame duck, because nobody is following instructions,” he said as the audience laughed before finally taking their seats. (more…)


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What motivates one person can be a complete de-motivator for another.

It is often said that it is part of a leader's role to 'motivate' their staff - but is it?

Motivation is the word derived from the word ’motive’ which means needs, desires, wants or drives within the individuals. It is the process of stimulating people to actions to accomplish the goals.

Finding out what 'stimulates' people to accomplish goals can, help leaders support people be more fulfilled at work.

This questionnaire, which can be used as part of a team development activity will enable people to reflect on what motivates them at work, which will, in turn, help them to understand how they might better interact with colleagues.

What Motivates You? Questionnaire


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If you want to have successful teams in your organisation, make sure you have successful leaders.  What do I mean by this you ask?  The way a team is led will have a major impact on the success or otherwise of the team.

What do I mean by this you ask?  The way a team is led will have a major impact on the success or otherwise of the team.

In fact, when I asked team members from within a large financial institution what they wanted from a team leader they identified the following values they would like their leader to hold.

What do I mean by this you ask?  The way a team is led will have a major impact on the success or otherwise of the team.  In fact, when I asked team members from within a large financial institution what they wanted from a team leader they identified the following values they would like their leader to hold.

  • Trust
  • A commitment to their staff as well as the task
  • The willingness to support and serve the team
  • Inspirational leadership, combined with energy, enthusiasm and appropriate expertise
  • The guts to take responsibility rather than pass the buck
  • The glue to make the team come together and operate as a team
  • A willingness to have fun!

I’ll explain each of these in more detail. (more…)


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The 4 P's of Persuasion consist of a framework designed for written communication typically used by journalists although also applied in marketing, advertising and corporate communication.

It might be used also in oral communication such as video or audio messages.

The 4 P's of Persuasion are a persuasive technique that suggests stressing some critical points, the 4P's, to generate convincing, forceful, powerful, seductive and strong messages.

The 4P's stand for Promise, Picture, Proof, and Push:

Promise: the first part or phase of a text has to grasp the attention of target receivers. The promise should be contained in the headline and then continued in the aperture of a message. The promise, and thus the headline of a written message, is the most important part because it is the first chance to bring a reader to read your message. The promise should contain the most important reasons why a reader should read your text.

Picture: in this stage, the promise and its benefits are explained in more detail with a descriptive language that should stimulate visual memorisation: a reader starts imagining pictures representing the content of the message. An effective way is to describe benefits and let the reader imagine them in this specific context; for example, if the text is promoting an armchair, the reader imagines himself sitting in a comfortable armchair. In the Picture phase, a writer leverages images description to keep a reader emotionally interested in the content.

(more…)


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The CIPD report ‘Conflict Management – A Shift in Direction?’ is based on research which set out to examine changes in employers’ use of different methods of managing individual conflict, and how far recent changes in legislation on dispute resolution have impacted employer practices.

The report is based largely on the telephone and face-to-face interviews with HR managers, supplemented by a small number of interviews with employment lawyers, ACAS officers and trade union officials.

Key findings from the research highlight that:

    • The introduction of employment tribunal (ET) fees has changed the balance of power between employers and claimants.
    • Employers spend an average of 19 days of management time dealing with individual ET cases.
    • The longer-term future and impact of fees will depend on decisions still to be taken by the courts and/ or the Government.
    • Beyond the introduction of ET fees, recent legislation has so far had only a limited impact on employers’ approaches to managing conflict.
    • Employers and trade unions generally take a pragmatic approach to deciding whether or not to seek settlement of a claim or allow it to go forward to a hearing.
    • There is an increased level of interest by employers in using settlement agreements as a means of terminating employment.

(more…)


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