As life’s pace picks up remorselessly, clients are increasingly looking for ideas on how better to manage themselves and their time. In this short article, I explore the self-managements myths I most frequently come across. Myth #1 Time can be managed We’ve recently covered this one posting on our blog Time Management: Why it is […]
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There is a lot of good literature on how to develop a high-performing team, e.g. The Wisdom of Teams by J.R. Katzenbach and Gordon K. Smith. In this article I focus on five essential steps you need to take to ensure your team is moving in the direction you want it to. Step 1 Make sure they
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Daniel Goleman became well-known through his book Emotional Intelligence (EI) in the mid 1990’s. There he explored the impact and importance of emotions and – later on – their influence on leadership. In his subsequent book “Social Intelligence”, he took us on a tour of major developments in neuroscience since EI that show us how
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Values represent deeply held beliefs and show facets of identity. It’s not possible not to have them, it’s very possible not to be aware of them! They impact our health: positively, when we can live and work in alignment with our values. Negatively, when we are asked to conduct ourselves in ways we don’t value.
Values and Health Read More »
Leadership is rarely about having all the answers. Instead, it often comes down to the principles that guide how you navigate challenges, inspire others, and make decisions. These principles — your values — are not only personal beliefs, but also a foundation for leadership growth. Values quietly influence every decision a leader makes, often acting
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Mistake #6 Micro-management beats trust Some leaders unintentionally take a leaf from Lenin’s playbook (“trust is good, control is better”) and control every single step their people take. While this strategy has its place in an early phase of development, it is counterproductive with good and experienced people. With them you need to agree the
The Top 10 Mistakes Leaders Make Developing their People, Part 2 Read More »
Apart from the leaders who seem to think that ability is genetic or in-born, all leaders I’ve met are interested in how to develop their people. They delight in seeing their people grow and they enjoy the benefits of higher productivity and the ability to tackle more challenging R&D problems. However, they’re unsure of how
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