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As the need for organisations to effectively navigate change and new challenges increases, ensuring that managers and leaders are equipped to use coaching skills with their teams becomes increasingly important.

How much time do you spend, effectively or otherwise, in making decisions in meetings? We know that significant energy, effort, and frustration can be expended by attempting to reach a level of ‘buy-in’ to decisions that may not be appropriate. Understanding what level of buy-in you really need or want could make meetings more successful – and enjoyable!

“Purpose is not an add-on. It’s not something you do on the side. Purpose has to be a core part of your business model and your long-term strategy.”

Our previous article here (How should Your Organisation Respond to Burnout) raises questions to examine how, organisationally, you can raise awareness of, and begin to address, many of the systemic factors which contribute to burnout.

Burnout is now so widespread that there should be few companies who haven’t yet discussed how best to support their employees to avoid it. But what exactly does it mean? And what should companies be doing about it?

In the mid 2000’s, as broadband and smartphones were changing the way we live and work, IT leaders faced the challenge of tech savvy millennials using their own faster running devices and spurning the clunky laptops and mobiles that were standard company issue.

Resilience has been much talked about these past few years and the challenges of the pandemic coupled with ongoing uncertainty, mean that continues to be the case.