So what does a 21st century leader look like or should do, to be able to grow an organisation to the next level and take employees with? A leader needs to engage with their employees, reach out and understand their concerns and working situations, this uncovers the human side of each of them. Show genuine
“It is really all about people, engage, people, understand, people, passion, people and letting go!” Leadership…..The word we commonly use every day in business. What is leadership really all about? Is it about, I have the title, so everyone must follow me? Is it about, I’m in charge therefore you must do as I say
A close friend and strategy consultant recently sat down with the three owners of a medium sized business, having been requested to review and assist with their strategy. He asked each of the 3 owners independently what their personal vision was for the business. The first said that he wanted to build a steady, secure
People often constitute 60% or more of any organisations’ operating expenses. The way this is viewed at the top table is critical to how decisions are made around expenditure on people. More importantly decisions on talent: The 20% of an organisations’ workforce that make the 80% difference through their contribution. Often the language used can
As a Talent Specialist, I have been tasked to run an employee engagement survey and workshop annually and it’s been part of my scorecard for as long as I can remember. I strongly believe that engagement drives productivity and bottom line results and should be redefined beyond an HR metric to an organisational strategic metric.
“Your deadline is creeping up, you urgently need to finalise this placement, both candidates performed well in the interview, the decision is split and you need the assessment results to help you select the perfect candidate. Finally, you receive the reports but after reading through it you even more confused. You’re required to give your
Assessing the Health of your Succession Pipeline: How many of your General Managers are grown internally?
By John Brodie, Group Managing Director at Mindcor A key indicator of a healthy talent or leadership pipeline is the ability to promote General Managers from within the organisation. Having a consistent supply of senior managers who can take on the running of a business unit, division, region, country or function is critical to the
I recently received word that a long term Strategy Alignment project that we had been involved in with a client had been put on hold. The industry in question had come under pressure from some environmental factors peculiar to that industry, and all “non-essential” expenditure was being shelved for the time. About a month after
Real business performance is truly tested during challenging economies. It is these trading environments that require leaders who are able to rapidly remove the non-essential and focus on those things that are going to make a real difference. Typically most strategy development processes do not struggle to generate a list of things that need focus,