The procurement profession plays an increasingly strategic role in organisations. Today, procurement professionals are involved in a wider range of business processes, and have a higher level of contribution to the organisation’s strategic decisions. Their performance is also monitored more closely by the top management.
These are exceptional times—and few business leaders can honestly say that they saw them coming. From Brexit to protectionism, and from mass migration to the financial crisis, things weren’t supposed to turn out like this.
When it comes to inspiring people you lead what really matters is that you are able to instil confidence and empower them.
These days organisations are increasingly complex and global interfaces and technology are creating an ‘always on’ 365/24/7 culture. In this new reality, this new normal, leaders need to think about how they operate and how they lead their people through the current climate of political and economic uncertainty.So what can you do to improve your leadership and inspire...
Just a couple of years ago, Lloyds Banking Group was fined a record £28m for operating a system of targets and incentives that drove their staff to engage in a multitude of harmful and dysfunctional behaviours. First, Lloyds promised the market analysts it would double the number of customers. This was then translated into a “sell or be demoted” plan for the Group’s employees, which placed them into a system of tiers based on sales volume. For a middle manager, falling by one tier would...
There is a plethora of discussion around how retaining talent and generating staff loyalty is best achieved when there is alignment between the values of an individual and the values of an organisation.
Following on from the recent blog on Managing Talent: How to encourage your workforce to manage their career here are the two questions I am most frequently asked.
Employees ask me “How do I turn down the offer of a ‘perfect opportunity’ without damaging my career?”
Managers ask me “But what if by encouraging them to do all this thinking about their career, they realise they want to leave?”
Thirty two years ago in 1985, an article appeared in the Financial Times crowning the latest winners of the UK’s National Management Championship, a simulation competition that challenged teams from businesses across the country to make the biggest profit with a fictional enterprise. At the time, the government secretary presenting the prizes said “’in survey after survey, British managers at almost all levels have been...
There are many different forms of leadership power, but what distinguishes great leaders from average managers?
The answer is that great leaders see things differently to everyone else.
“So where do you see yourself in 5 years time?”
This is a question that all of us have probably been asked at some point in our career. Some of us will have asked that question of others.
So why do leaders and managers ask that question during review conversations? From my experience, working with leaders who are trying to grow and manage their talent pipeline, it is often used as a means to ascertain aspirations, interests and satisfaction. Yet it isn’t actually a very helpful question.
Learning Management Systems have become popular tools for supporting programmes of staff development and training inside organisations. Often associated with some form of e‑learning, Learning Management Systems help organisations to administer, document, track—and often deliver—training and development programmes.