Over the years, I’ve worked with dozens of organisations that want to support career development but don’t quite know how. The answer lies in culture, not checklists. When it comes to career development, we often focus on the individual or their line manager. But what about the organisation itself? In my book Confident Career Conversations,
A Year in the Life of a Manager Development Programme | Part Ten Do you know how to get the best out of your people? It’s a challenge for most managers in organisations. Typical questions I get asked include: How do I get people to go beyond their current level of knowledge and understanding? How
There was glorious weather in the North-East yesterday to herald the start of the 35th Great North Run. Reports say that around 41,000 runners tackled the 13.1-mile course between Newcastle and South Shields in what is the world’s largest half-marathon. I was very happy to finish in 1:59:23 and to raise money for The PSP Association,
A mentoring guide. Based on a television show? How’s this going to work then? Well, last week saw the launch of Strictly Come Dancing 2016. There were glitter balls, there were sequins, there was Claudia Winkleman’s fringe. And there were lots of nerves and probably even a few tears. It was a glorious opening show, full
A Year in the Life of a Manager Development Programme Part 9 We’re now well into the second half of the year-long Manager Development Programme. In last month’s post, I shared a mid-point review, in which I reflected honestly on our progress so far and identified areas for further work. In this, the next phase of
A Year in the Life of a Manager Development Programme | Part Eight Are you a bit of a perfectionist? Yes. So am I. After all, I don’t want to just do an okay job. I want to do a brilliant job. I don’t want to deliver a Manager Development Programme that is adequate. I
A Year in the Life of a Manager Development Programme | Part Seven Effective leaders are those who are confident taking decisions. They are comfortable taking accountability for actions and prevent problems from bubbling up to senior management. To be effective at this level, a manager needs some skill and confidence in his or her
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