Tag Archives: Values
Companies often complain about the unrealistic expectations of millennial workers, but heeding their call to action can improve the work environment for everyone.
The writers of this McKinsey report believe that it's time for leaders of organisations to stop debating the millennial problem, hoping that this supposedly exotic flock of sheep will get with the program.
Instead, they should see how questions and challenges from their youngest employees can spark action to help their companies change for the better.
To read the report in full Click Here
A business leadership team needs a balance of "how" and "why" types says leadership expert Simon Sinek.
The idea being that if, as the senior leader, you recruit members to your business leadership team who are too similar to you, you will clash and / or the tasks that you both find challenging won't get done.
It's not always so easy to find this kind of person to join your team — that's partly because it's not so easy to know what individuals can bring to the table.
Simon Sinek has spent a lot of time thinking about this problem. Sinek is a leadership expert and bestselling author; in his book, "Start With Why," he addresses this dilemma head-on.
Most people, Sinek says, are either "why" types or "how" types — and the best business teams are a balance of both.
Paul Bridle interviews Alexander Petsch, Managing Director of Spring Messe AG about the importance of people in business.
A value proposition is a promise of value to be delivered. It’s the primary reason a customer should buy from you.
In a nutshell, a value proposition is a clear statement that explains how your product or service solves customers’ problems or improves their situation, delivers specific benefits, tells the ideal customer why they should buy from you and not from the competition.
This activity will enable you and your team colleagues to understand what is meant by the term ‘Value Proposition’ within your organisation.
Facilitator guidance and handouts are included in this activity.
To download this activity: Click Here
Leadership has been in the spotlight as never before, as people around the world look to their leaders in all spheres of social, political and organisational life. Rather than help, though, leaders often seem to be part of the problem.
When it comes to politicians, fingers are often pointed at the leaders of political parties for failing to provide a clear vision, for their personal moral failings, or for their inability to deliver on their promises.
Theresa May, the UK prime minister, was widely blamed for the Conservative party’s poor performance in the country’s 2017 general election. Her robotic mantra of “strong and stable” leadership was much-criticised.
Meanwhile, a seemingly never-ending flow of news reports catalogue US President Donald Trump’s alleged lies and question his fitness for office. Conversely, there has been a growing trend for politicians around the world to back or block policies for moral, as opposed to economic reasons.
In organisational settings, we often hear that levels of trust in leaders are at an all-time low in the wake of the financial crisis, a series of corporate scandals, and the ongoing challenges faced by employees in securing “good work”.
Although we inevitably hear most about high-profile cases of failure, leadership is not a process that just takes place at the top of the hierarchy. If we want to know about leadership and how it works in an organisational setting, we also need to look at how leadership behaviours and attitudes are diffused throughout the whole organisation.
If we want to know about leadership and how it works in an organisational setting, we also need to look at how leadership behaviours and attitudes are diffused throughout the whole organisation.
Corporate leaders have always been targets of criticism, both from inside and outside the firms they lead.
But these days leaders are getting it from an increasing number of sources, thanks to a bevvy of internet platforms designed to bring more transparency to work, as well as a social media ecosystem capable of spreading word rapidly.
“The opportunities for negative comments about CEOs to emerge are through the roof,” said Brian Kropp, of CEB, a research firm based in Stamford, Connecticut.
Just ask Oscar Munoz. The boss of United Airlines is the latest example of the perils of CEO critique. Not only did Munoz feel the heat when a video in April emerged on social media showing a United passenger being dragged off a flight by authorities after refusing to give up his seat to make room for United crew members needing to get to a job in another city, but his leaked internal response to his employees regarding the incident quickly drew ire from company review websites, social media and cable news.
While United’s incident is extreme, it shows just how important it is for leaders to be prepared to face such circumstances. Whether it’s a full-blown national scandal or an internal spat about direct reports, CEOs would be wise to develop the skills necessary to take criticism constructively.
First and foremost, CEOs need to take any criticism thrown their way head on, Kropp said. In most cases, leaders who try to ignore or deflect negative feedback are likely digging themselves a deeper hole, one that could potentially come with serious consequences for the companies they lead.
The National Apprenticeship Service supports the delivery of apprenticeships and traineeships in England.
It offers free, impartial advice and support to employers looking to recruit for the first time Employer Guide to Apprenticeships and Traineeships or expand their programme.
This guide gives an insight in to:
- The business benefits of apprenticeships and traineeships
- What an apprenticeship or traineeships involves for both the business and the apprentice - including the employer's responsibilities
- The funding available to an employer towards the training costs
- How to recruit an apprentice or trainee
To Download the Full Guide: Click Here