Almost a year ago I blogged about the key trends I’d be watching during 2014. As the year comes to a close, I thought it would be useful to revisit the trends I’ve been watching and see some of the things that have been going on.
There were six key trends that I felt were worthy of attention. These were:
The return of the old
Successful change, and
Let’s see what 2014 brought us . . .
During 2013 and 2014,
In previous posts I’ve talked about some of the key issues that make a great leader. In this short post I’d like to focus on one area – foot and mouth.
We normally associate foot and mouth with the disease that reputedly cost the UK £8 billion in 2001 but for this post I’d like to use it to mean something different – something positive – and something associated with leadership.
I use the term foot and mouth to describe what a leader says – ‘the mouth’ – and what they
According to an article in Management Today although businesses claim to have broadened their CEO selection pool, a staggering 83% of HR directors never get promoted to the role of CEO, reveal Sharon Mullen and Jo Sellwood-Taylor of research firm Mullwood Partnership.
Here's a staggering statistic. Despite two-thirds of HR directors harbouring ambitions to become chief executive, only a fraction work for companies where the HR director has ever been awarded the top job.
The question is: why?
Loyalty can be defined as “Faithfulness or a devotion to a person, country, group, or cause.” Apple customers are often referred to as being loyal, as are customers of John Lewis and Waitrose. In our business world we expect loyalty from our employees but do we operate our business with the same values or are we in danger of creating a dichotomy where we demand loyalty from our employees but encourage them to treat customers with disdain?
I’m a boring customer. I tend to pick
The ability to challenge views, approaches, assumptions and norms are central to building upon our current knowledge and to learn about new things. I’m concerned that the explosion of social media and the fact that we can now all have our “15 minutes of fame” is taking its toll on our willingness to challenge and therefore potentially restricting our ability to learn.
There’s no getting away from the explosion of social media or the impact – both good and bad – that it’s
We often talk about what makes a successful leader or a successful business, but what about a country – what makes an entire country a success? And if we knew what made a whole country a success, could we learn from this in our own businesses?
An article in The Economist caught my eye. When ranked against a range of county-wide success factors such as global competitiveness, ease of doing business, global innovation, corruption perceptions, human development and prosperity.
In a recent post I talked about the power of storytelling. This week I’m turning my attention to the seven deadly sins that can impact on all of our stories in a negative way, and I’m going to suggest some approaches for dealing with them.
Based on the original seven deadly sins, I thought I’d apply these to storytelling so that you always deliver the very best stories that you possibly can.
As a reminder, the seven deadly sins are:
It’s not that often these days that we’re likely to take advice from an investment banker – and certainly not advice on learning! But an article in the Financial Times by Terry Smith contained some real pearls of wisdom that apply equally to People Professionals as they do investment bankers.
Terry Smith is the chief executive of Tullett Prebon and also of Fundsmith LLP and his article – although directed at investors – was full of good sense for People Professionals.
Leadership is complex, so we’re told - but is it really? We hear that “leaders are born, not made,” we hear about leadership traits and leadership styles and a whole pile of other things that supposedly make someone a great leader. But does it have to be that complex? Perhaps there’s a simpler approach – one that we can all align to.
Every time the elections come round the conversation turns to leadership. We ask if the people on the TV and radio seeking our votes are
In previous posts I’ve taken you to a slightly lighter but equally stimulating place and explored the application of proverbs for today’s Learning and Development professionals. I’ve already covered six examples and here are another three for you to enjoy.
In this post I’ll explore the following proverbs (starting at number seven, because you’ve already had numbers one through six):
7. A bad workman blames his tools
8. No pain, no gain
9. Rome wasn’t built in a day
7. A bad