Blog
Blog
Listening is arguably one of the most difficult skills in communications, and we're getting worse at it.
Deciding on a postgraduate business qualification is not an easy task. How do you know the program you choose will provide you with the career benefits you’re seeking? After all, any worthwhile postgraduate program will be a significant investment of time, money and brainpower, so it’s vital that you can be sure you’ll get a return from that investment. You need to be certain that the skills and knowledge you’ll master will be in high demand for many years to come.
As a manager, your people are by far your most valuable resource so retaining them should always be among your top priorities. Besides just generally being a waste of your valuable time, research indicates it costs around $30,000 to replace one employee. So how do you retain the best people on your team or is their decision to leave something beyond your control? Here are five techniques that great managers use to keep their best people on board.
We invite Dr David Paul Unit Convenor at AIM Business School to discuss Mindfulness and the innovative new AIM Business School MBA Mindfulness elective.
Are you currently studying an MBA or have you recently graduated from business school? While course work can take up much of your time, it’s extremely important to think about how you position yourself post-MBA.
Internal interviews are easy, right? After all, they have already hired you once and you’ve got a reputation that speaks for itself. This should be a walk in the park...
How well do the people on your team get along? Do they trust each other? Do they respect and value one another? Now reflect on the impact the quality of your team relationships has on the performance of your business. How well are you able to leverage the full potential of your people because they work with a spirit of cooperation? To what extent are you tapping into the diverse perspectives, skills and experience of your team because people collaborate well?
To lead an organisation to high performance, a strong emphasis must be given to the role of evidence. Evidence-based leaders pursue high performance by speeding up the cycle of closing performance gaps — the gaps between where the organisation’s performance is right now, and where they want it to be. This is why evidence-based leaders give a lot of attention to results-based performance measures.
In a world that is increasing complex, the daily struggle with the volume and velocity of change can be wearying. Rather than letting this lead to frustration, overwhelm or just plain exhaustion, leading change starts with what every Boy Scout knows counts, to be prepared.
Evidence-based leadership is not about how to lead, it’s about what to lead. It’s not about how to communicate or inspire, direct or engage, evidence-based leadership is about using all this to lead the organisation to fulfil its reason for being, and do this with excellence.
