Do any of these ring a bell? -repeat restructures that disrupt, cost plenty and have no lasting positive impact -shiny new sophisticated systems, that few managers use -annual culture surveys that paint a pretty picture whilst contradicting the ongoing performance problems - relentless training courses with no change in the way people work, especially leaders - a stream of big events with no substance One of the few things I remember from my childhood church visits, was a war

I don't think in all my years of working with organizations I have found any greater cause of frustration, waste and general disengagement and risk other than in the role of the Supervisor. This role is often given many different names which is perhaps an indication of the start of the problem. There is often a lack of clarity about the purpose of the role, the authority it holds and the capability required to be in the role. I am referring to those front-line leadership rol

In small businesses that are trying to grow, or in new businesses that are getting started, a common problem that they experience is...

There is a lot of talk on the importance of psychological safety, and how to instill it into the culture of a team or organization. As is...

I love my work, traveling to often remote parts of the world, meeting interesting people and hearing – and seeing- their stories. The...

Whilst working with a mine management team they shared that the pressure they are under with admin, putting out fires etc, means they...

In over 3 decades of working with large corporates I have observed too many HR Departments/Functions, Partners .....whatever – stumbling...

The focus when talking about start-ups or any other form of entrepreneurial venture has largely been on the ideas and their validation,...