Blogs

Less than 3% of leadership time is spent on collectively building a view of the future. At least, so said Gary Hamel and CK Prahalad in their book “Competing for the Future.” You might find some comfort in the fact that shocking statistic is over two

“The science of leadership is well established.” So says Tomas Chamorro-Premuzic, a Professor of Business Psychology at University College London. This premise enables him to conclude, “There is no real need to advance it in order to improve real-wor

Have you ever heard of The People Paradox? I hadn’t either, although I was well aware of Lord Acton’s famous quote that, “Power corrupts and absolute power corrupts absolutely.”  Well, apparently that’s not just a bon mot: power does corrupt. Certain

Where does your company rank in the echelons of “best employer” or “best company to work for”? After all the likelihood is that, even if it is not ranked, it will have taken, or considered taking, part in the evaluation. Ranking has become ubiquitous

With 3 in 10 jobs in the US held by the self-employed and their sub-contractors there is no doubt that the workplace is changing. (Source)  It is hardly surprising then that 2 out of 5 (40%) of people around the world believe that traditional employm

Happy and engaged employees engage with clients. Those clients will in turn engage with the organisation concerned and make it more successful. That was the message from Paul Drew, CEO of DPG, when he spoke at The Future of Employee Engagement, an ev

The whole conundrum around the struggle between selfishness and selflessness, with its biological roots – or what Simon Sinek calls “The Paradox of Being Human” – gives us so much more to ponder than just the innate conflict between individual and or

To celebrate our brand new partnership with happiness experts Perkbox we ran an event this week called the Future of Employee Engagement. There was two fantastic speakers and a whole host of happiness labs for people to experiment and play with.

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In his book, “Leaders Eat Last,” Simon Sinek expounds on how the human species has been biologically programmed for survival. He describes the chemical stimulants that the body produces under different circumstances. He identifies 6 different chemica

I am continuing to read Brian J Robertson’s book Holacracy” and reflecting on the ideas it introduces. It does describe what the sub-title promises: “The Revolutionary Management System that Abolishes Hierarchy.” And, in doing so, it offers something

Having long championed the idea of organisations as organisms – as living entities rather than as machines – I have lately become increasingly aware that this is the key to eliminating hierarchy and burying command and control. It also demands a fres

It didn’t look special or anything out of the ordinary. Just another piece of internal mail. But it turned out to be very different.

“It” was a letter signed by the CEO, thanking me for all my hard work and inviting me to enjoy an evening out with m

You would think most people recognise the difference between management and leadership. After all they are two entirely separate things. Yet I find myself questioning whether they do. Even worse, I wonder if it is our organisational leaders themselve

You might see the unpunctuated phrase love at work as a simple statement. Or as a question.  Or you might perhaps see it as an exclamation or even a headline in a salacious newspaper or magazine. I cannot predict how you will interpret it, but I hope

Wellness, well-being and mindfulness are all becoming hot topics in the HR and business fraternity. It seems that there is a growing awareness of the fact that people perform better when they are healthy and happy. This is certainly progress and caus

The strange dichotomy in organisations: their dependency on people while generally failing to take any account of the intrinsic drivers of human behaviour, can largely be attributed to an ingrained management attitude of considering people as job-fil

Wellbeing at work was highlighted as a key business issue at the CIPD’s latest annual conference. It was the topic of Professor Sir Cary Cooper’s, 50th anniversary professor of Organizational Psychology and Health at Manchester Business School, talk