The dark side of performance measurement

By Dr Andrey Pavlov

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...

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Managing Talent: Building a talent pipeline

By David Deegan

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.

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Managing Talent: Answers to two frequently asked questions

By David Deegan

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?”

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Playing games at work? Why business simulations can help you to run your business without wasting money or resources

By Karen Valverde

What can help you to run a business without wasting money or resources?

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...

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How do great leaders derive their power?

By Dr Dominik Heil

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.

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Managing Talent: How to encourage your workforce to manage their career

By David Deegan

“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.

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Management development: the future of Learning Management Systems

By Dr Toby Thompson

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.

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Seeing is believing: the role of Virtual Reality in executive education

By Stuart Brandom

Virtual Reality isn’t new. As far back as 1895, the Lumiére Brothers had early cinema-goers fleeing from their seats at the sight of an approaching locomotive threatening to burst from the screen. But does Virtual Reality have a role to play in executive education?

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Organisational culture, organisational learning, and focus: the three secrets of Formula 1® success

By Professor Mark Jenkins

How can businesses win—and win consistently? It’s a question for which many business leaders would like to know the answer. But ironically, that answer is perhaps more likely to be found not in the workplace, but during downtime, when those leaders are relaxing and watching sport.

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The key change skills that you really need for a sustainable change initiative

By Dr Bob Lillis & Steve Macaulay

Again and again, research shows that a high proportion of change initiatives fail—despite organisations investing heavily in change skills. The initial stages of implementation may have been successful, to be sure. But once the fanfare and hoopla has died down, there’s a tendency for the initial impetus to be lost. And gradually, things slip back to where they were before, before the change initiative.

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