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 / 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.

Leadership

“In the event of cabin decompression, an oxygen mask will automatically appear in front of you. To start the flow of oxygen, pull the mask towards you. Place it firmly over your nose and mouth, secure the elastic band behind your head and breathe normally. If you are travelling with a child or someone who needs assistance, secure your mask first, and then assist the other person.”

Leadership

My writing is typically inspired by conversations with my training groups and this one is no exception. While exploring purpose and shared values with a well-established team recently, they reflected on themes such as service, altruism, caring and social impact. Then we stumbled upon the subject of love. One talented leader shared their insight. “I do want the people I lead to know I love them” they said, then added “But obviously we can’t say that word at work!”. This led us to an interesting debate on leadership and the ‘L’ word.

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.