Humans have been fascinated by their own behaviour for thousands of years. Understanding each other has been critical for survival – both as Neanderthals and in today’s corporate world. A successful employee will not only possess the right skills, but their working style often matches their role requirements. However, an individual’s working behaviour type isn’t always apparent on the CV, so how can you gain an additional understanding of whether they’re the right fit for your company
I am a great fan of curation and use Scoop-it on a regular basis to bring together and publish articles and blogs on key areas of interest. One of my curates is called “New Leadership” and a couple of weeks ago one of my Twitter followers asked me what I meant by that. It was a fair question and following the death last year of Margaret Thatcher, it was one which got me thinking about the way that our concept of leadership has changed over the last couple of decades.
Here’s the problem: More than ever before, change is the rule, not the exception, in business. Globalization means more competition. The technology that makes you better than your competition today is obsolete tomorrow. Any knowledge you already possess is depreciating at an accelerating rate. How do you cope with the instability of it all?
Can we lead by fear? Can we motivate when we are fearful? Strictly speaking, fear isn’t a motivator its a reaction to feeling threatened. Fear takes over when we act in order to prevent something negative from happening. The best motivators are positive. We can rally around them. They connect to us and our sense …
The 21st century leader must have the ability to make the most out of every situation. They are courageous and not afraid to challenge the status quo and push the boundaries to make things better. Because of these qualities and many others, the best leaders know how to get the most out of people; they enable the full potential in others.
Managing a hospitality business worth £80 million, I know only too well the importance of staff engagement. My philosophy is that to get the very best service for my clients and consumers, as well as my P&L, engagement is paramount.
Having recently been reaccredited for Investors in People (IIP), I was looking for something that would take us to the next level, complement our incentive schemes and employee initiatives, and drive up our Employee Net Promoter Score (ENPS).