Separating Personal Identity from Entity:

(22.4-4) There’s a challenge in business that involves understanding the touch point between person and company. Business entities are beings in their own right – legally and even morally. Legislation sets the boundary between them and shareholders, founders, managers, owners etc. The moral obligations involve commitments to staff – ongoing employment and wellbeing; to customers […]

The Influence in Interviewing:

Posted by on Apr 29, 2022 in Business Management, Culture, Leadership

(22.4-3) I’ve had some interesting interviewing experiences. The absolute shockers where the applicant clearly hadn’t even read the job description or researched the company. The project manager who took pride in revealing that he had laid a formal regulatory complaint against his employer because the job wasn’t going the way he wanted it to. Then […]

Consciousness of Consequence:

(22.4-2) I’ve coined the term “consciousness of consequence” to help explain the interconnectedness between the decisions we make and those we don’t – or perhaps those we choose not to action. Our consciousness needs to kick in even before we make a decision, with that final path typically precluding us from other options. The hope […]

Values Orientated Decision Making

(22.4-1) I facilitated a Leadership Team Development Strategy session recently for a professional services firm. Part of our discussion was on Purpose (no surprises there) and also how the Values of the business need to link with that. Those values need to reflect in all decisions that are made, including recruitment which is about fit […]

Business as Usual: A notion of disappointment…

(22.3-4) ‘Business as Usual’ is a term typically applying to the core functions of what we do; the standard things that keep our organisation ticking. Sometimes parallel to that are the transformational initiatives and change drivers designed to result in radical improvements to process, function, and bottom-line. These are often deliberately kept separate to minimise […]

People Development: Irritation or Obligation?

Posted by on Apr 29, 2022 in Business Management, Culture, Leadership

(22.3-2) I know I harp on about the great divide between management and leadership, and with just cause.In the midst of a contract with a very large organisation I was asked to speak to a cohort of inspiring people, identified as potential leaders, participating in a three-day leadership course. OK, the truth is I was […]

Managing People: The only way to climb the ladder…

Posted by on Apr 29, 2022 in Business Management, Culture, Leadership

(22.3-1) There’s no doubt, for me anyway, that managing people is complex, emotional, taxing, time-consuming and stressful; on the flip side it is hugely rewarding and inspirational, gratifying, and compelling as you see your wards flourish in their careers and lives. Because of these forces, mostly the negative ones, it seems that we’ve built ourselves […]

Knowing when it’s time to go:

Posted by on Apr 29, 2022 in Communication & Change, Culture, Leadership

(22.3-1) Do you ever look around your workplace, or into another, and wonder why certain characters are hanging in, or on? I’m not referring to the matter of financial survival, which is enough motive for many, but those who genuinely appear to believe that the organisation desperately wants – no, needs – them to stay.For […]

Family Business: Dilemmas & Dramas

(22.2-1) Family businesses are an intriguing proposition and an interesting dilemma.Not always sure what they are there for, and often not sure how they should behave. Of course, there are benefits, including unrivalled loyalty and trust (well, unless you follow “Succession” but let’s argue that’s not a family business, rather a business largely owned by […]

Purpose has Value

Posted by on Apr 29, 2022 in Culture, Strategy

(22.1-1) All those years ago, my management studies were largely centred on the London and Boston-based learning communities’ development of hierarchical thought structures and delivery. There’s no doubt that these were / are logical, practical, and easily replicated across industry type, size and form. Many are still practised today providing organisations with frameworks that are […]

Load More