Industry Insights & News
Our survey attracted a credible response, mostly from the United States, followed by the UK. In drawing up the survey report, we have made comparisons with other studies, especially ICF (International Coach Federation) surveys.
It seems to me apparent and understandable that most people prefer hybrid working over being in the office from 9-5 five days a week. Nonetheless, prominent companies and prominent people still seem to be saying everyone must go back to the office.
In this post-pandemic period, there are many macro-environmental pressures that HR must respond to; in this new world, everything needs to be revised, from organisational design to pay and recruitment and leadership development.
People are reluctant to give feedback about wrongdoing or inefficiencies for fear of retribution, or perhaps because they feel it is not worthwhile as no one will listen. One conclusion of the article is that offering more feedback options, such as apps and online platforms, will help.
The management role is changing along with organisational structures, attitudes, and ways of working. In the modern organization, a manager may have little direct contact with an individual as regards their day-to-day responsibilities.
Word on the block is that coaches and mentors are finding a high demand for their services in this post pandemic period. It would not be at all surprising if this were the case, as managers are having to face shifting business priorities.
As businesses reform after the pandemic, resetting goals and raising performance standards are key management skills.
Giving feedback is one of the hardest skills to master. It is also one of the most valuable. Given and received in the right spirit, it builds skills, creates a shared understanding of values and performance standards, and builds relationships.
Giving feedback is a gift that shows you care, and that you notice. People should always learn and benefit from the feedback you give. Make it a right for everyone in your firm to receive valuable feedback.
Our recently featured article, along with my earlier blogs, on the importance of empathy and compassion as a leadership skill, have attracted the most agreement and comment of any we have published in the last couple of years.
The employee experience you offer must change because the pandemic has changed our world experience and, therefore, our motivations.
Last week, we looked at some of the preparation you need to do before starting your new management role to help you get started in the right way. Here are the next three steps.
The Great Resignation wins the top slot of most repeated headline of the moment. This headline is often accompanied by statistics showing skills shortages and recruitment difficulties.
As pandemic restrictions are lifted, this is the ideal time to reflect on the new capabilities that you have acquired or, those that you have honed, during these past two years.
Autumn still feels different and uncertain, and this is certainly reflected in the, often, contradictory commentaries about whether universities are returning to face-to-face teaching.
Anecdotal evidence suggests that managers found it even more difficult during lockdown to deal with underperformance than before.
These words have been said to me so often about the last training course or, the last presentation etc.
I write this from Italy, where I arrived a couple of days after Italy’s Euro Cup final win and Berrettini became the first Italian to make the Wimbledon final.