Creating the right environment So much in business depends on motivating others. There is only so much any one person can do, so getting the most out of others is crucial to success. This all begins with winning trust – everything else follows. Motivating others is an essential part of leadership. Your ability to motivate …
The three things that matter most to people at work The factors that influence employee engagement combine in different ways and at different times for each person. Obviously, pay and leadership are important – with a direct relationship between pay and effort and the quality of leadership being critical to employee engagement. In addition, people …
Developing a leader-powered business Performance is inseparable from a company’s approach to leadership development. Developed by Ram Charan, Stephen Drotter and James Noel, the Leadership Pipeline is a company-wide framework for developing future managers and leaders. Overview The Leadership Pipeline is a continual process that ensures a throughput of talented leaders. It is a practical, …
Understanding how people respond to change The human reaction to change is now well understood. The change process is commonly understood by reference to the research on people’s reaction to bereavement. Elisabeth Kubler-Ross has been a great contributor to our understanding of the experience of loss and bereavement, as well as how we react to …
VISIONING Creating your future By imagining the future you want and then translating those ideas into practical and actionable plans, you will make it happen. Orienting thinking towards the future is particularly important for middle and senior managers and leaders because it provides focus, determines the company’s culture, builds resilience and adaptability and engages employees. …
The GROW Model for Coaching The single most important technique for executive coaching The GROW model, developed by Sir John Whitmore, provides a frame-work for coaching. GROW has four stages: Goals, Reality, Options and Way forward. Responsibility for setting goals rests with the coachee. The coach works in a non-directive way, supporting and challenging. …
