“When a team outgrows individual performance and learns team confidence, excellence becomes a reality” (Joe Paterno) Many motivation theories suggest that successful performance hinges on both having the needed skills and, also, the will to use these skills to achieve, but even motivated and skilled teams may fail to perform if they don’t have a…
One of the key roles of first-line leadership is to assist team members with their growth and development. Jim Rohn noted: “A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better”. This involves the mind-set, skills and…
Being in a leadership position is not for the faint-hearted – effective leadership requires a high level of emotional intelligence and a comprehensive understanding of one’s personal value and contribution ability. Typically, leaders get to occupy their respective management positions due to one or more of the following reasons: Subject matter experts – they know…
Build a team so strong that no-one can point out the leader (Anon) The mark of true leadership lies in the efficacy, confidence and performance of the leader’s team. Too many leaders rely on personal charisma, authority (even manipulation) and other coercion techniques to get the job done, disempowering team members as a result. Trust…
“When the music changes, so must the dance” One of the many changes that the ongoing COVID-19 pandemic has initiated for knowledge workers is the ability to adapt effectively to the new rhythm of remote work. As the trend towards remote work grows, however, so does the need for effective virtual leadership. To grow the…
One of the most persistent of all temptations as a leader when arriving at the workplace is to greet employees swiftly and then “escape” to the office to deal with the pressing needs of the day. E-mails, spreadsheets, reports and planning are all necessary components of managing processes and systems to get optimal results, but…
For effective organisational change initiatives to be realised within a company, the success of the intended intervention requires a select group of people representative of all levels in the company who model the expected new behaviours, advocate the change benefits and campaign others to get on board. Changing behaviours and relinquishing old habits for new…
They know what needs to be done. They are typically good at doing it, as they have had many years of practice. They are usually quite faithful. They work hard, albeit that many are somewhat tired. Many of them care deeply about the business brand and the company values. Some have become really successful and…
“A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better” (Jim Rohn) Disinterested managers, disempowered environments and a lack of opportunity to apply new learnings are some of the most common mitigating factors that prevent training from…
Typically, managers get to their respective leadership positions due to one or more of the following reasons: Subject matter experts – they know and can apply what they have studied and learned Experience – they have been working in and on the relevant processes and systems for some time and have gained considerable knowledge related…
The word “unabridged” means complete and uncut – the full product, which has not been shortened, censored or decreased in size in any way. An “abridged” version suggests that you are just getting the highlights – a pick of some of the juicy parts, but not the whole picture, as decided by an editor for…
Acclaimed athletes and international sports teams have many of them – coaches for different aspects of the game or discipline. This group of professional advisors often includes physiotherapists and masseurs, sports psychologists, nutritionists, fitness specialists and even doctors, quite apart from analysts, agents and the like. All the personnel exist for one thing alone –…
