It is often said that an organisation’s people are its greatest asset Part of the value of this asset depends on the way in which the people are connected. The structure of the organisation shows the formal lines of control: …
Networks 101: What are Informal Networks and Why Should I Care? Read more »
“People don’t resist change. They resist being changed.” -Peter Senge Peter Senge, that well-respected management writer, systems scientist and architect of the learning organisation, makes a very good and thoughtful point. Resistance to change comes not from people’s inherent reluctance …
“Some would argue that our ability to work together was, and is, the key to human survival and advancement.” Susan Wheelan, Creating Effective Teams: A Guide for Members and Leaders, Sage 2005. Most jobs in the 21st Century are complex …
Most people involved in the selection of exceptional Managers and Leaders will focus on some type of cognitive testing, as IQ is regarded as the critical component in high performance. Certainly, the high number of cognitive ability tests available in …
A worldwide survey of organisations carried out by the CMI and published in November 2012 suggests that many employees are being promoted to leadership positions without being the right people for the role, and the result is that businesses are …
Once the new CEO has assessed the challenges of the business environment, the strengths and weaknesses of the business and which colleagues to trust, he or she can move on to the biggest challenge of all: how to move beyond …
During their first few weeks, a newly appointed CEO will have lots of advice from subordinates keen to make their views heard. Some of these aim only to improve efficiency and the service provided to customers, learning from past mistakes. …
Every year, about fifteen new CEOs will be appointed in FTSE 100 organisations. Their confidence on day one may be high but the odds are stacked against them: the typical tenure of a Fortune 500 CEO, according to Fortune magazine, …