Silo – a term that has become part of our everyday business vocabulary, it has been passed around and discussed at many board room tables over the years and for many organisations is still as current today as it was last year and the year before. Silo mentality in the workplace occurs when people specifically conclude
One thing is certain about today’s leaders: technical competence alone is not enough to make them successful. We support organisations to transition their people from ‘Technical expert’ to ‘Leader’. Most businesses we work with, in particular, service led enterprises who are undergoing exponential growth are facing a reality which forces them to question whether promoting
Inertia is common in many organisations. As businesses grow, their operations become increasingly complex, with more customers, more employees and more suppliers. Often, processes and systems that supported a company well for many years will no longer scale to accommodate the changes. As a result, a now-complex business may find itself using outdated processes and
Millennials. A generation which, according to Deliotte, will make up 75% of the global workforce by 2025. A generation which is frequently being labelled as having high expectations for rapid career development, is hungry for feedback and a workplace founded on fairness and equality but is often critised for being loyalty-lite. I agree with Simon
In a previous blog, I reflected on Time to Think and how important it is for organisations to create a Thinking Environment in which people can create, innovate and prosper. Therefore limiting workplace burnout, enhancing mental well-being and ultimately leading with a human centred approach, what at MA, we call ‘Human Focused Leadership’ (HFL). A
As I made my way into London this morning, I read an article about the cost of absenteeism to private sector businesses. The figure currently stands at an average of £522 per employee each year. This absenteeism is having a huge impact on productivity and the bottom line for UK businesses. But despite more than
Last week, I was honoured to be part of two panels of judges at the B2B Marketing Exposition hosted at the Excel and The Call Centre Exposition. It was great to meet some like-minded fellow judges – Nadia Howard from Merlin, Lara Martini from Microsoft, Sham Aziz from Selfridges, Bhupender Chauhan from Cognizant and Martin
Today’s brain-based economy puts a premium on cerebral skills, in which cognition is the ignition of productivity and innovation. High performance cultures often equate to high pressure environments and leadership teams across all industries are thus forced to manage the consequences of too much pressure, burn-out, anxiety etc. A study by the London School of Economics
Through my coaching work with MA, I spent the best part of February interacting with business leaders whose diaries were, as ever, jam packed with meetings to discuss various items. Change management initiatives tended to be a popular item on the agenda and discussions around planning for the future and how best to roll out