We may not like it but others will judge us, daily, not necessarily on the quality of our work but on minor details and passing remarks. These shape opinions. Often we ignore such views. But if you are to increase the impact you have on others, you need to develop a strong brand and reputation
Resistance to change is a natural phenomenon. At an individual level, change can create a mixed range of emotional response. A Global Survey by McKinsey in 2006 (Organising for Successful Change Management), shows that where change had not been successful, the dominant emotions were anxiety, frustration and confusion. While those emotions were not necessarily absent
In my experience, one of the most common reasons managers want to adopt a coaching style of leadership is because they want to help employees find their own solutions rather than tell them what to do. Usually, they know they have a skilled team of professionals and they want to build their confidence in solving
As a profession, HR spends a fair time agonising over how to raise our profile as a strategic partner and add value to the business. The accepted wisdom is that we need to “sell the benefit” of HR and the initiatives designed to get the best out of people. But I am inclined to disagree.
This post was originally published in the Newsletter for CIPD Management Toolclicks. You can read the original article here. How you as a manager view conflict will largely control your attitude and approach to dealing with it. Most people don’t like conflict. Maybe that’s because our physiology makes us ill-prepared for them. The body’s response to
As HR professionals and senior leaders, we often think on a macro scale when pondering the question “how do you change an organisation?” We’re often trying to change or implement things at an organisation level, or we’re helping managers create change at a department level or business sector level. And we’re often trying to do
Are you responsible for talent management in your organisation? If so, you will be well aware of the challenges of engaging, developing and retaining talented employees – especially in today’s economy and continuing change. The problem is that talent management approaches often don’t work because they’re missing an important link. The challenge is, that while
This post was originally published in the Newsletter for CIPD Management Toolclicks. You can read the original article here. Conflict in the workplace is a management issue and every manager need to be able to resolve conflict in a healthy, productive fashion. Workplaces employ people and, as soon as you have people working together, you have
Learning is the same as anything else you manage: You need to create a plan, check progress, and build in measures; otherwise, if left unplanned and unmanaged, it most likely won’t be successful. However, that doesn’t mean it has to be cumbersome or time-consuming. Here is my advice on how to create a development plan
A good way for managers to develop performance is to conduct a regular one on one with employees to review progress against their performance objectives and development plan. Such sessions can encourage employees to communicate openly in private and be more active in team meetings and brainstorming sessions. Research shows that regular reviews, ongoing feedback
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