Helping create tomorrow's agile and purposeful workplaces, through innovative technology and practice.

Habits built around social power

Even at age three, children can figure out where social power lies. So given this early exposure, why is it so hard to be a good boss later in life? It seems that we recognise what it takes to be a good manager, but it’s quite another thing to put that into practice when we […]

See full article

Fitting in or standing out

Standing out culturally or structurally (but not both) will get you ahead of the pack. Useful data for new joiners. Organisations tend to support external hires when they join; at its best, that includes helping them to figure out how to fit in and how to stand out; but employees moving internally are often left […]

See full article

People management overhaul needed

Only one employee in 10 has the range of skills and talents to manage a team (Gallup), so why do we hire and promote people based on technical prowess? Or worse still on time served? Unfortunately, young bosses supervising older workers foster resentment, which harms performance. So you can see why time served might be […]

See full article

Questions and quiet lead to breakthrough thinking

When making decisions, we often revert back to what we know. Given the need to adapt to change, those old answers may not be the best. We can help ourselves by asking questions; process questions that enable us to learn and reapply the learning are different from those that seek information only. Quiet time allows […]

See full article

Abnormal people make better leaders

Transitioning from individual contributor to leader requires an abnormal kind of person. It doesn’t suit everyone, because as Marshall Goldsmith says, “What got you here, won’t get you there”. Each stage of your career requires a different set of skills. Your ability to get stuff done becomes increasingly important, as does your likeability, so that […]

See full article

Older posts