Today’s post comes from Penny Gundry (who also wrote A different kind of resilience). As you read this, don’t automatically think about changing roles (though that might be right for you); think more broadly about the change you might need to instigate for yourself. Penny writes… I was talking to a woman the other day
For HR/L&D
Engaging People. Driving Value. Not Quite a Social Experiment.
Today, we are honoured to have a guest blog from one of our company’s UK People Oscar Winners, Abidemi Ogunbowale-Thomas. Abidemi writes….Even within the hedges of pragmatism, the ability to pay attention to detail and a ‘respect for the art’ are two key traits that drive me to do things properly or at least with a certain level of
Holding supervisors accountable for developing people
Following on from Kings and Kingmakers, and Supervisor and Supervisor-Makers, let’s see what the research says… Bersin research shows that organizations in which senior leaders “very frequently” hold their direct reports accountable for helping middle managers achieve goals have much better business results. They go on to say that: Senior leaders need to ensure that their direct reports are
Supervisor and Supervisor-Makers
Today’s post relates directly to that sentiment from Kings and Kingmakers, that every leader (at every level) should be developing leaders in their team. I heard a story the other day about people being promoted to BIG supervisory roles with little or no previous experience of supervising. What I mean by a BIG supervisory role is
Kings and Kingmakers
I came across a company the other day, which offers a program called Kings and Kingmakers. It struck me as a perfect analogy for what we need to do in business. We have lots of Kings – leaders at all levels. What differentiates the best kings/leaders (in my view) is whether they bring their people
The added value of three way contracting in coaching
I used to think it was enough to have a contract directly with my coachee. But I have come to see the error of my ways! That 1-1 contract is fine if the coachee is paying for the coaching. But if their company is paying for it, you automatically have an additional client, and multiple
Hopeless returns on investment from leadership development
I’ve long said that “training” events where big names and gurus talk to 200 leaders at a time about leadership are a waste of time and money. I put training in quotes, because these are really presentations, not training, and while there may be a call to action at the end of them, they generally don’t
