Building Your Brand
As a business leader you invest a fair proportion of your time in your organisation’s brand – consciously and unconsciously. Your efforts are conscious when … Read more
universal
A Powerful New Social Contract
It’s true: you don’t know what you don’t know! So, logically, you cannot miss it. But that does not justify the old adage that “ignorance … Read more
Physics, Psychology and Business
Newton’s 3rd Law of Physics. You might not remember it is as that but you almost certainly know it or have heard of it: “For … Read more
Why You Need Love at Work
The idea was novel. It had promise. It was exciting. Yet part of me still baulked. “People won’t take me seriously.” “I will be ridiculed.” … Read more
Engendering & Embedding Engagement for a High-Performance Culture
It often seems that people stand in the way of their own success. They get so focused on whatever they are trying to achieve that … Read more
Employee Engagement: Not ‘Love for Work’, but ‘Love at Work’
Talking about love at work is a surprisingly daunting prospect. Whether that is by default or design, it seems the word love is seldom, if … Read more
How is Your Brand?
Making your people brand ambassadors requires reversing this and focus on outcomes rather than outputs. In order to achieve this you need to make your people brand ambassadors for themselves. In other words, you have to close the divide between individual and organisation. The natural way to do this is to give your people a stake in the outcomes. And there is no better way to do this than through universal employee ownership that results in everyone in the organisation pulling together as a single entity. People need to feel appreciated and, by giving them some skin in the game, you can build this into everything they do, so that it is not an extraneous management process, but an integral part of the organisational culture.
A misguided idea of leadership: could this be the ultimate leadership mistake?
If you want to fulfil your leadership potential and be more effective as a leader, you don’t need to be more politically savvy – you need to be more “strategically savvy.” You need to be more inclusive. Only then will you build the trust and common purpose that delivers strategic alignment, and ensures sustainability and success, through strategically savvy people.
Here and Wow!
The other day I had an epiphany! I was watching a Matthieu Ricard TED Talk on “The Habits of Happiness” and was struck by his … Read more
Do You Really Want Contract Workers?
It started before the “Great Recession” but that period of economic history has seen it proliferate even more. Certainly reports suggest the trend of hiring … Read more