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We are witnessing the beginning of one of the most significant shifts in governance in history – the shift from shareholder to stakeholder primacy. However, little attention has been given to how directors themselves, as individuals, are having to prepare and adapt to these changes.
Read MoreThe summer break provides an opportunity to review and reflect on next steps at work.
I know that executives often feel frustrated with old ways of thinking in their organisations and some are using the holidays to quietly plot an escape. Some people make a successful leap to something new but plans can fall drastically short of expectations.
Read MoreOne-on-one coaching is effective, but to truly leverage learning in the workplace, peer group coaching is the way of the future, says Aly McNicoll. It’s a cost-effective way to cascade coaching throughout an entire organisation.
Originally published in Employment Today 224, December 2018
Read MoreSeveral of the systemic team coaches I supervise and work with in America, said that one of the most powerful parts of the training they had done with me was the memorable one-liners that I ‘peppered’ throughout the training. They suggested I brought these together in a collection. I hope you enjoy them and find them helpful.
Read MoreMany organisations invest in coaching training for managers then feel disappointed when enthusiasm peters out and busyness gets in the way of managers investing time in developing others.
A one-off training provides a ‘sheep dip’ approach to changing leadership behaviours so what can you do as a manager to support your people to coach others? Here are 4 keys to ensure your training investment pays off and that coaching becomes part of the ‘way we do things around here’.
Read MoreAppointing more women into senior leadership roles is essential. But it is NOT enough. Women want to go further and change the very nature of senior leadership itself.
Read MoreWhen asked, most Chief Executives won’t hesitate to tell you that their employees are their organisation’s most important asset. And it’s great when those sentiments translate into authentic actions, especially in the most testing times. Like when costs need to be cut, and significant redundancy programmes implemented.
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