Culture Change / Leadership

Have you ever returned from the supermarket with the ingredients for an important meal and realised you had forgotten a vital item? You did your research to create something different for your guests, planned everything really well and felt energised about the evening. Then in that moment you click your fingers and sigh, as you realise you have forgotten something significant that threatens to derail your plans. If so, you have just experienced the finger clicking phase of change.

Culture Change

"We want to grow by 100% top line and bottom line in the next five years." This isn’t an unreasonable request from a CEO of a business with huge potential and investment backing. Unfortunately their current organisational culture will not support their aims. Fortunately, they recognise this and have taken action but too many organsiations don’t realise until it’s too late.

Culture Change / Leadership / Learning

How often have you said or heard phrases like these recently? “Let’s see if there’s an Airbnb nearby and we’ll book for this weekend” or “When we land we’ll jump in an UBER and head straight there”, even better “Who wants a Deliveroo tonight?” The fact is that the ‘gig economy’ is now all around us and it’s not just sleeping in a stranger’s house and getting a lift. The gig economy is perforating all industries and traditional talent critical job roles from IT managers to accountants.

Culture Change / Leadership / Learning

As a talent manager reviewing your latest succession pipeline, you’ll know the gut wrenching task of removing yet another high potential person from the plan because they’ve decided to leave the business. The questions asked will often be along the lines of “Why did we only find out now that they’re unhappy?” or “If only we could have found a more stretching role for them!” Read on to review the potential steps that can be taken to limit great people leaving your business.

Culture Change / Leadership / Learning

As talent managers do you often find you’re draining your internal talent pools by carefully placing people around the organisation only to realise that there’s not enough to go round? Similar to the behaviour of the Cuckoo bird in nature, placing your top talent in a host environment for them to grow doesn’t always work out well for everyone.