The 21st Century Leader- Part 3

It is true that the modern day employee wants to be led and follow a passionate leader. When a leader is passionate, his team around him feel a deep sense of being led in a worthy direction by someone who is truly committed to something more important than just revenue. This leader shows that he

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The 21st Century Leader- Part 2

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

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The 21st Century Leader- Part 1

“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

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Lower Engagement Levels: Harder Work for Leaders

The levels of employee engagement have long been linked to productivity levels. A key link that the recent Gallup survey made was that it had a direct impact on how hard senior managers in an organisation had to work. Senior managers find themselves in low engagement environment dealing with: Continuous recruitment and training of new

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The ROI of Employee Engagement

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

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Financial Institutions Expanding into Africa: 2 Considerations for Building Relevant Risk Capability

Many international financial services institutions are currently wrestling with the “do we-don’t we”, and how do we expand into Africa.This is based primarily on the challenge of translating their core competence “risk management” into a market that is often perceived as more risky.This is becoming even more of a challenge as many financial services institutions move from providing

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