The cost to your business of leaders and managers failing in new roles can be immense. Typically, mission critical projects may not be delivered on time or within budget, or the business plan may not be realised, employees can become disengaged as a consequence and attrition rates can be high.
When you promote a manager or leader to a bigger or more complex role, they will invariably need to think, work and behave differently. To be successful, they must be able to drive their agenda and achieve results through others, lead change and allocate their time with a razor-like focus on both important and urgent business critical activities.
Neela Bettridge is one of our most senior Executive Coaches and resident guru on Women in Business. She has provided this month’s blog to coincide with International Women’s Day on 8th March.
When psychology professors Michelle Ryan and Alex Haslam of the University of Exeter observed that women were more likely to be promoted to leadership roles that carried a higher risk of failure, they dubbed the phenomenon ‘the glass cliff’ – an obvious extension of the ‘glass ceiling’ and ‘glass elevator’ metaphors. Continue reading
Everybody seems to agree that teams are ‘A Good Thing’. For many people “the team” is something we should all aspire to join. Surely only the most anti‑social and difficult individuals express unease with “team working”. Of course, we all accept that teams get it wrong sometimes, but building teams and fostering “team spirit” is usually considered a good thing throughout the corporate environment.
Everyone knows what “a team” is. Everyone knows how to put a team together. Everyone can select the best people to engineer the best available team. Everyone knows how to allocate the tasks to be done amongst the members of the team. But if it’s all so obvious, why do so many workplace teams struggle to deliver?
The Senior Leadership Team of any commercial organisation has the dual responsibility both to formulate the business strategy as well as to lead, drive and manage its execution.
The ‘Off-site’ or ‘Away Day’ would therefore seem to be an essential tool in the leaders’ tool kit.
You know how this works – a group of hard working senior executives take a step back from day-to-day operations to review the business, thinking about market trends, opportunities and threats in order to ensure goals and objectives are aligned with the strategic aims of the business.
Business Simulations have been around in various guises for many years, but recent research has begun to shed light on how this training staple can be used to bring about swift and lasting behavioural change.
In this article we reflect on over 15 years’ experience of designing, developing and facilitating business simulation programmes of all kinds to consider the circumstances that contribute to the success of a business simulation exercise and move it from being not just a fun and engaging activity to a lasting and powerful learning experience.
The conduct risk imperative
The Financial Conduct Authority’s focus on ‘conduct risk’ marks a significant shift in mind-set for most financial organisations. The FCA has been clear that it is up to individual firms to decide what ‘good’ conduct and focus on customer outcomes mean for them. Moreover, the onus is on firms to show that they have done the right thinking and modified their business model accordingly. There are no set procedures, policies and frameworks to follow; the FCA has said Continue reading
The strength of your “executive bench” determines the performance of your enterprise.
In times of uncertainty, executives are required to react quickly and appropriately to change. If your executive bench is not up to the challenge, your company will quickly fall behind it’s competitors. Continue reading
What is a high-potential employee? In our view ‘high potentials’ are employees who not only have the potential and ability but also the motivation to achieve a succession of more senior roles over time.
Most clients seem to employ a version of the ubiquitous McKinsey 9-box grid to compare and contrast performance with potential. The 9-box grid model has its uses, but does not necessarily echo the theories of Stanford University psychologist and world-renowned guru Carol Dweck on workplace motivation. Dweck says that Continue reading
When working with clients’ managers who have been signed up (usually by their line manager!) for a Coaching for Performance type workshop, I often hear things like “I don’t have enough time for this”, “I can’t sit down in a quiet space every time I want to discuss something, it’s not practical”, “You mean I have to ask questions and not give any direction …” All fair comments? I wish to share with you an experience Continue reading
“Here are your KPIs for 2014”.
Hands up if you were inspired by that statement. Mmmm. I thought not.
Nevertheless, we do need them. Key Performance Indicators are the measures used to determine how your business is performing in relation to its strategic objectives and business goals. However the term ‘KPI’ must be one of the most over-used and over-worked in business and management. It should mean those few significant measures for company managers and external analysts and investors to judge the industry/company, how it is performing and how it is likely to perform over the medium or long term.