On losing and regaining sense

By Ibrat Djabbarov

I like watching how my kids with a few toys in their hands, and their imagination at play, can create elaborate battles with sophisticated plots. Sometimes I get invited into their imaginative arena to join their forces to fight the enemies. Today we are all invited to fight an enemy we can’t see, but we have given it a name: COVID-19 (or more accurately SARS-CoV-2).

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What people need right now from their leaders

By Sophie Bennett

Wherever in the world you live and work, we are all in a scary place right now. More than ever, people are looking to their line managers, leaders and colleagues for guidance on how to cope with change and uncertainty.

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How has the role of the IT leader changed in current times?

By James Lawrence - extract from #PTK Pass the Knowledge

IT leaders have never been more essential to the success of any organisation – or had more demands heaped upon their shoulders. So how is the role changing? And what are the skills required to step up to the challenge?

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Why technology's impact on work may be overstated, but HR still has a role to play

By Professor Emma Parry

In an article in HR Magazine, I talk about how many clichés surround how we discuss the impact of technology on the world of work and on HR.

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Can you have it all? Fitting career development into work and life

By Professor Clare Kelliher

As a society, we increasingly talk about the importance of striking a work-life balance. Here at Cranfield Executive Development, we devise programmes that enable people to fit career development around their day-to-day work. But what if you want all three – a career, a life outside of work and to develop your professional capabilities? Can you have it all? And, if you can, how do you avoid burnout?

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Are you really getting leadership development right?

By Lester Coupland

The dynamic of the global business context is often termed volatile, uncertain, complex and ambiguous (VUCA).

This context means that the nature of leadership has changed requiring more adaptive and collaborative practices plus the collective action of multiple stakeholders working across hierarchies, boundaries and borders.

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Inclusive Talent Management: Learning from HSBC

By Professor Kim Turnbull James

In a recent article in Developing Leaders, my colleagues Susan Vinnicombe, Hilary Harris and I discuss how organisations can successfully become more inclusive when it comes to promoting talented women into senior roles.

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What’s bigger than business?

By Scotty Johnson

A generation ago when successful people reached the top of their business they were eyeing retirement. Golf and spa retreats. Now we’re working longer and reaching senior positions earlier in our lives, that’s not looking very attractive.

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Why traditional leadership development for senior leaders doesn’t work

By Mark Threlfall

Standard leadership development programmes stay above the shoulders, and that’s the problem. They’re often focused primarily on the cognitive and a hard set of frameworks and matrices. People are loaded up with content and sent back into the boardroom, groggy from the weight of it.

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"Warm a heart"​ - Are your organisational values making an impact?

By David Deegan


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