Staff & teams
Relationships are important. It is a basic human need to perceive an association with others – common denominators, similarities, ‘belonging’ and being part of the gang. Relationships are the conduit through which connections are made, information flows – and ‘understanding’ prevails. In fact, the extent to which appropriate information flows freely throughout an organisation is the extent to which nearly
This article summarises briefly an approach to delegation that I have found effective, based on the thinking of Kenneth Blanchard in his book, Leadership and the One Minute Manager. Situational leadership suggests, as the name implies, that there is no one right way of leading (and potentially delegating), and that the right approach depends upon the situation. Different situations may
Contracts form the backbone of professional business. A contract represents an agreement between two parties outlining the specific circumstances of their dealings. For example, a basic client contract might certify risk and pricing, scope of work, timing of payments and timely review of deliverables. The tighter the contract, the more certain both parties are of their responsibilities and legal accountabilities.
An important part of managing your workforce is knowing when an employee needs dismissing. As speaker Darren Maw discussed at a recent MD2MD event, most seasoned managers and business leaders will have experienced this at one point or another throughout their managerial careers. An employee unwilling or incapable of performing their required duties becomes a drain on your company’s resources,
The recruitment arena is changing. A recent discussion with Mark Denton, Managing Director of Zenopa, highlighted this shift in recruitment power. Traditionally, employers have always had the upper hand over job applicants. It was the role of the applicant to offer their services to a company and to make a convincing case for their uptake. Recently, however, this traditional recruitment
Nobody enjoys conflict, least of all between board members, but it happens. Conflict deflects people away from what matters in the business and onto the purely personal. Festering resentments can profoundly undermine company performance, so it’s essential to resolve them as soon as possible. You could engage a professional mediator, and that can help, but with the help of the
Becoming a new leader can be an incredibly exciting prospect, but alongside this excitement comes the great difficulty of building trust amongst your fellow colleagues. Here are some useful tips to help you become a successful leader within your new team. Get To Know Your Team This point may seem obvious, but it is fundamental when leading a new team.
As the winner of ‘Growth Strategy of the Year’ European Business awards, and more recently winner of the Insitute of Directors’ ‘SME Director of the Year’ award, as well as runner-up in ‘Overall Director of the Year’, we were delighted Simon Biltcliffe could join the leaders and business owners who attended the MD2MD LeaderFest conference to share his thoughts on
A very good article on the value of coaching appears in the legendary Harvard Business Review. Titled “You Can’t Be a Great Manager If You’re Not a Good Coach”, it builds upon research at Google (which you can also read about here) which concluded that coaching is the single most important managerial competency that separates highly effective managers from average
Google, being Google, is big on data and analytics. And they even apply that to people. Usefully for us as it gives us all useful insights. Their people analytics team (yes you read that right – they have a people analytics team) has identified that the company’s most effective managers demonstrate the following eight key behaviors: They are a good coach Provide specific, constructive feedback, balancing