As the end of the year fast approaches, we take a look at goal setting - something we all know a lot about, and yet we’re lousy at it. Here are four ideas that might help.
As leaders, there’s always a risk of blaming people rather than processes. This week we look at a technique that helps us to avoid playing the blame game.
As leaders, we almost always have great intentions, but our intent isn’t always the same as our impact. In this episode we explore three principles for leaders when thinking about intent versus impact.
Having a mentor provides a wide range of benefits beyond development, including higher pay, more promotions and greater career satisfaction. But asking for a mentor isn’t always easy or the best approach.
What can prisoners teach us about performance ratings? And how can we better measure performance and support development as leaders? Check out the research and some ideas that will help improve the way you lead.
Over 50 years ago Bruce Tuckman described four stages of team development - forming, storming, norming and performing. This week we explore whether these stages still apply, and the implications for leading in an increasingly complex world.
Research demonstrates that 90% of the initial impression we form about people is based on two factors - warmth and competence. It also turns out these two factors are difficult to combine. So how do we demonstrate both warmth and competence as leaders?
Email is a great tool that can also be a huge distractions. Research shows that if we don't control our inbox, it will end up controlling us. This week we look at some ways to tackle that.
When you ask employees about the best thing about the place where they work, they often say "the people". Here are four ideas of how leaders can build connections and collaboration at work.
Motivation - what’s the point? And how do we motivate people as leaders? This week I outline the four factors most important for motivating people at work, and focus in on practical ideas to increase a sense of purpose.
This week we look at research into the most (and least) effective influencing tactics used by leaders. We explore how we can combine approaches to enhance the way we influence others.
Research shows that leaders typically avoid giving feedback, particularly the further away performance is from expectations. This week we look at a feedback structure that focuses on behaviour and the impact we have on others.
In this episode we explore monthly 1 on 1 meetings that work - where both the leader and their direct report turn up prepared to discuss performance, priorities, support, and development.
Demanding jobs can actually be a good thing for us, provided we have a sense of freedom and control. Without this control, the negative health effects are dramatic. This podcast includes two ideas for improving control.
