Archive for category: Manager and Supervisor Effectiveness

The Virtuous circle – development, engagement, succession & enterprise value

The Virtuous circle – development, engagement, succession & enterprise value

  Sometimes when I look up at the peaks above, I reflect on the extra ordinary commitment shown by the individuals who climbed these peaks for the first time as well as the strategies, processes and technologies people used. Dan Ariely – a Behavioral economist – uses the climbing analogy […]

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Performance Management

Performance Management

The 20th anniversary of the Balanced Scorecard (Introduced in the 1992 Harvard Business Review article by Dr Robert Kaplan and Dr David Norton), hearing some interesting perspectives on regulation / innovation at a Long Finance Conference and seeing Bono’s Factivism (evidence-based activist) 15 minute TED presentation have reignited my focus on […]

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Raising the Bar on Talent Management – by embedding a performance culture.

Raising the Bar on Talent Management – by embedding a performance culture.

In recent months there has been an increasing torrent of comments about enterprises lacking the skills needed to be agile and staff engagement falling. For example: “We are concerned when we see that many executives around the world don’t have confidence in their organisation’s skills to achieve strategic goals and […]

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Global and Local Agility without Hubris

Global and Local Agility without Hubris

In the last week I have been provoked to think about two dimensions of enterprise performance: Encouraging enterprise ambition while limiting the risks from Hubris amongst the leaders The balance between acting globally and being locally agile The Economist Article “Davos Man and his defects” comments on the spread of […]

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Training First Line Managers and Supervisors

Training First Line Managers and Supervisors

Do you set out to grow supervisors and future leaders in your Enterprise or do you “buy-in” top Leadership when vacancies in the C suite occur and expect Supervisors to develop their Management and Leadership Skills “on the job” with negligible training or coaching?  Moreover is there a collective sense […]

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Raising Collaboration & Performance

Raising Collaboration  & Performance

   Michael Schrage’s recent Harvard Business Review Blog highlighted both barriers to cross enterprise collaboration and ideas such as internal competitions to overcome these challenges.   Over my career in the Royal Air Force, in a very large global consulting firm and then in a smaller firm, I have been […]

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An Excellent Team?

An Excellent Team?

England’s victory over New Zealand was a great experience to witness at Twickenham on Saturday. I thought the performance was a tremendous example of a team having the ambition and commitment to proactively engage with the competition and the talent and architecture to execute this successfully.   Gareth Jones, a […]

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Are Employers at a Critical Tipping Point?

Are Employers at a Critical Tipping Point?

  As Employees have been doing more with less – and in many cases for less – for the last 5 years (and that doesn’t seem likely to change in the near future), it is not surprising that the recent Towers Watson Global Workforce Survey painted a depressing picture. Amongst […]

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Risk Management – The Personal Dimension

Risk Management – The Personal Dimension

As we recruit and develop our people do we place enough emphasis on having people who have the values our enterprise need to flourish and reward our stakeholders this year, next year and into the future? Moreover. Do we provide them with the incentives that will promote alignment of their […]

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Using Social Media to Improve Change Initiatives

Using Social Media to Improve Change Initiatives

As I reflected on the recent attention being given to being agile – on the basis that volatility has become a way of life (for example Accenture’s Outlook and the McKinsey’s Quarterly), the ever increasing competitive rivalry and strict financial controls, I revisited some of the change management literature and […]

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