How to unlock hidden high performance

By Dr Dominik Heil

Large scale organisations are all around us, having such a profound influence on our lives, and yet, they aren’t what we think they are. This becomes an essential problem for anyone taking on a new leadership role. What is this ‘thing’ they’re supposed to be shaping and providing direction for?

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“How learning to delegate allowed me time to focus on the bigger issues’’.

By Cranfield School of Management

Trust. Now there’s a scary word, right? Trusting other people to do what you know you could do well, but shouldn’t be focusing your attention on right now. Trusting your team to carry out tasks for which they are trained and equipped, but of which you feel strong ownership. It’s not easy.

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Leadership for Next Generation Supply Chains

By Professor Richard Wilding OBE

Leadership is all about people aiming to create direction, alignment and commitment within a team. Being an effective supply chain leader is becoming increasingly challenging because a company’s supply chain has to operate in two ways simultaneously to be effective.

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Turning the dials on women in leadership

By Kim Turnbull James

The Gender Pay Gap data published in April 19 for the second year, showed that although some companies have improved, for many the gap has widened.

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Lessons for Leaders

By Dr Ido van der Heijden

“An unexamined life is not worth living” Socrates

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The power of the self–aware leader

By Dr Ido van der Heijden

Senior executives - whether they’re long established or new to the business, heading up the whole organisation or a single department - are expected to be models of professionalism, to know the answers and to be able to make the right decisions.

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No one is an island: how successful leaders effect change through collaboration

By Steve Macaulay

Leading organisational change and transformation is one of the biggest and most complex challenges a manager can face. We all know that no one is an island, that working together is far better than working in isolation, but how should a leader respond to the real and present dangers inherent in refashioning an organisation? How can a manager strengthen the organisation so that it can better respond to the challenges they face?

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Creating compelling customer value propositions

By Mark Davies

Key account management (KAM) has evolved radically over the last five years or so. The traditional focus of managing a large customer relationship is still tacit, but today a more sophisticated business model is required. Customers and suppliers seek to co-create value – and KAM is the perfect way to achieve this.

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Implementing Key Account Management: To plan or not to plan…

By Dr. Sue Holt

Ask organisations to list the essential ingredients of a Key Account implementation and Key Account Plans will always feature on the list as an imperative part of Key Account Management (KAM). 

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Becoming the best leader you can be

By Dr Ido van der Heijden

All business leaders eventually reach a crossroads. They look back and see the successes involved in getting them to where they are, but that’s just history. What’s next?

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