As leaders, we build a repertoire of behaviors that work well for us and then we refine, tweak, refine. In the early stage of our leadership journey, we make mistakes often – mishandle communication, make hiring boo-boos and misjudge the impact of our own actions on others – and then we learn not to do these things again. We carry a library of examples in our heads of things that did and didn't work so we can repeat our successes and minimise our failures. This is all rational and efficient behavior.
In a noisy world, it can be easy for leaders to equate impact with how much they talk. Less is thought about the power of silence. Silence is a communication device, just like listening and talking, which when used wisely can increase a leader’s impact.
Effective learning and development programs empower people to gain new skills and cultivate new knowledge. It’s become well understood by “employers of choice” that employees are more likely to be engaged at work when their organisation proactively offers learning and development opportunities.
Accounting is often referred to as the ‘language of business’ that is responsible for measuring the results of an organisation's economic activities. Accountants convey this information to a variety of users, including investors, creditors, management, and regulators.
Emotional intelligence also known as EI, describes a person’s or team’s ability to recognise emotions, to understand their powerful effect, and to use that information to guide thinking and behaviour. As a leader wishing to build an emotionally intelligent team, you need to focus on building emotional intelligent individuals first.
Every minute of every day, a manager somewhere around the world is killing creativity. They are responding to an employee with the deadly words “Yes, but we tried that last year and it didn’t work”. They are punishing those that fail. And they are micro-managing their direct reports and leaving no room for innovation to occur. The good news is that there are clear methods managers can use to ensure they don’t stifle creativity, and instead give it the chance to thrive. Here are five methods that will provide immediate results.
Do you remember the freedom of play as a child? Do you remember the adventures of your play; all the crazy, eventful and exciting possibilities your play offered? Bouncing through a hopscotch game, throwing a ball to your dog or charging down the street on your bike.
Public sector organisations must strive towards innovation to keep up with the ever-changing expectations of customers in a digital world. However, this is easier said than done when innovation can be defined in so many ways. It’s the ambiguity around the meaning of ‘innovation’ that can make it seem like it’s just another overused buzzword for business professionals. So, what does it truly mean to be an innovative business in the public sector?
The world around us is changing at a rapid rate. Economies, industries, markets and technologies are constantly evolving. For organisations to stay thrive and stay competitive in changing environments, they need to be agile.