You get more organisational performance when focussing on the outcomes of leadership rather than leadership itself It’s the leader’s job to lead, isn’t it? No, and yes – so, why do we have leaders? Because leaders influence others, build engagement and direct efforts...
Introducing your organisation, its systems, workflows, and your new leader’s team is a classic example of an onboarding process. Afterwards, it will often be up to the new leader to succeed. However, this success can be challenging to achieve without proper...
Change in organisations is rooted in three key areas that affect all businesses across geographies and market areas: Intense competition The pace of IT development and digitisation Increased internationalisation The 3 factors affect the need for change in the...
Your behaviour as a leader is closely linked to how your employees perform and how engaged they are If your employees are not engaged enough, not performing well or only lasting a short time, HR and recruiters should get together and find out where they are going...
If you compare the change management of ten years ago with today’s change leadership, you are challenged in three areas in particular: Increased pace of change New forms of organisation Higher complexity of the changes It makes heavy demands on your ability to exploit...
Taking a strategic approach to your competency development will drive more value for your business Strategic choice 2: Competencies are usually used to closely align individuals’ performance with the drivers and strategic priorities of a business. So, it follows that...
