Author: Clement

24th of December – Delivering Successful Change Stage 1 begins when a change is first introduced, where people’s initial reaction may be shock or denial. This manifests by blaming others as they react to the challenge of the status quo. People then move to Stage 2 of the Change Curve: they become critical of themselves. For as long as people...

23rd of December – Digital Culture Change Why deep dive into digital culture change? Almost 40% of respondents in a recent survey conducted by MIT Sloan Management Review and Capgemini Consulting said that digital transformation was a permanent fixture on their CEO’s agenda, and 63% said the pace of technology change in their organisation is too slow. Poor levels of...

22nd of December – The 5 Pillars of a High Performing Team Many teams are dysfunctional. Maybe in your team there is a lack of trust that causes members to be secretive and protective over their budgets and other areas of responsibility. Or perhaps they avoid conflict leading to a lack of openness and honest feedback. In contrast, an effective,...

21st of December – Building agile innovative High Performing Teams Smart v Healthy Organisations Any organisation which really wants to maximise its success must come to embody two basic qualities – it must be ‘Smart’, and it must be ‘Healthy’.  Smart organisations are good at the classic fundamentals of business – strategy, marketing, finance, technology.  However, being Smart is only...

20th of December – Delivering inclusivity Equality.  Diversity.  Inclusion.  These are terms we hear a lot these days, and they are sometimes used interchangeably within organisations.  They actually have quite different emphasis and meaning however, and having an understanding of each of these will be helpful as we move forward with this lesson Equality is about: Ensuring that every individual...

19th of December – Delivering inclusivity As human beings we are fundamentally social creatures, and feeling included is a key part of that experience.  Research has repeatedly shown that when people feel excluded this has a direct and negative impact on their levels of motivation, self-esteem, performance and even their mental health.  And these principles apply equally in the workplace...

18th of December – Handling Challenging Conversations A model that can help us start to understand our challenging conversations better is ‘The Zone of Uncomfortable Debate’ or ZOUD.   This model suggests that there are typically three different elements or ‘zones’ to our conversations, and where we choose to spend our time during a conversation will impact on its effectiveness and...

17th of December – Handling Challenging Conversations There are many benefits to having these challenging conversations including: Improving performance and behaviour, as once the issue is known and understood an individual can choose to do something about it – if we don’t tell them, how can we be surprised when nothing changes? Building and developing people’s skills and potential, as...

16th of December – Handling Challenging Conversations So why have we included a lesson on handling challenging conversations in Team Leaders of the future?  From time to time as line managers we have to have those conversations which we perceive are going to be difficult in some way.  Conversations which might be addressing underperformance, tackling unacceptable behaviour, seeking to persuade...

15th of December – Recruiting and values Values can and should be a ‘golden thread’ running throughout your whole recruitment process and be embedded at every stage. Ways that you might do this include: Consider right at the beginning of the recruitment process how the values apply to this role. This is a really important step if the organisational values...