“The need for coaching and training interventions within organisations is now widely accepted and acknowledged, with 75% of organisations currently offering coaching and mentoring, according to a 2014 survey report by CIPD*.”— Dr Mariam Sha, Author of An Engaged Workforce: 6 practical steps to creating a coaching culture
When collective emotions gather steam, knee jerk reactions can make a bad situation worse. In the comedy western Blazing Saddles, one seminal moment has the sheriff point a gun to his own head, threatening to blow his own brains out if everyone doesn’t do as he says. — Graham Ward, INSEAD Adjunct Professor of Leadership
This article will unpack the components of the traditional HR Service Delivery Model, and endeavour to illustrate an alternative On-Demand HR Model in response to changing business needs. — Yolandi Havemann, inavit iQ consulting, Sarel Myburgh, inavit iQ consulting and Dieter Veldsman, Mindset Management Programs
In an article published 25 May 2016, Abel Myburgh stated that in 2040, it is predicted that one in five young people in the world, will be from Africa. This is a figure, which leaders of African nations should be cognisant of as they will need to implement suitable economic policies to ensure that these youths can effectively be integrated into the economy as productive citizens. — Bryden Morton, B.Com (Hons) Economics, Data Manager and Chris Blair, B.Sc Chem. Eng., MBA – Leadership & Sustainability, CEO, 21st Century
Thinking about how you would like to be remembered can be a catalyst for radical change. It’s said that Alfred Nobel made the decision to establish his famous prize after his brother died in France and a French newspaper, mistakenly believing it was him, published the epitaph: “The Merchant of Death Is Dead.” — Manfred Kets de Vries, INSEAD Distinguished Clinical Professor of Leadership Development & Organisational Change
Key Guidelines for Managing Cross-Functionally
We offer eight guiding principles to follow when managing cross-functionally. These guidelines are derived from Dumaine (1991), Meyer (1993), and Parker (1994) - Clarify goals and charter and get team buy-in. The cross-functional team will generally take the formal charge from senior management, but the team must also feel ownership over the goals. In the Managing Groups and Leading Teams competency in Module 1, we discussed the importance of being committed to a common goal or purpose and indicated that this is the glue that holds the team together. Sometimes the cross-functional team will need to meet with senior management to negotiate the goal or to make sure that there is a shared understanding.
Leadership – The five steps of evolution to excellence
Each step poses very different leadership and organizational development challenges, and provides a platform for the next phase of development and execution while it draws on the experience and achievement of the previous step. The journey to world-class status is therefore structured much like the way in which you would ascend Everest. You need to approach your ascent in a very organised and methodical way. Firstly, you will need to be at a certain level of fitness before you can even consider the trip to Nepal. Once you get there, you have to get to base camp to start acclimatising to the atmosphere. After each climb to the next camp, you will need to descent to the camp below in order to ensure that you acclimatise properly, In order to become sustainable competitive, your organisation will also need to plan a step-by step approach to reach world-class levels.