Posted in: Building Emotional Intelligence EQ, Leading During Change or Transition | Monday, January 13th, 2014
Whether it’s a business, political organisation or disaster relief effort, leadership effectiveness can often be defined by the response to a crisis. Those leaders who have the ability to stay calm, composed and confident during a crisis, oversee a clear plan and inspire others to deliver on that plan will often prosper during and after…
Posted in: Leading During Change or Transition | Wednesday, May 8th, 2013
In times of great change, risk aversion and fear run amok. It is tempting for leaders to push forward with their change management process without acknowledging their own fears or those of their teams. Undertaking a change management process without dealing with such fears is likely to fail.
Posted in: Resolving Leadership Team Conflict, Leading During Change or Transition | Tuesday, April 30th, 2013
When organisations have a lot on, staff can be put under significant pressure. How leaders manage this high pressure, high stress environment and the way it impacts on staff will invariably determine whether staff thrive from the pressure or are crushed by it.
Posted in: Leading During Change or Transition | Wednesday, May 30th, 2012
When critical change initiatives are being embarked on, or implemented, this is not a “business as usual” scenario. It is a unique environment and as such the Chief Executive often needs to take a very different approach to optimise their leadership during these periods.
Posted in: Leading During Change or Transition, Leadership Facilitation – Driving SME Growth and Success | Tuesday, May 15th, 2012
CEOs have the least time and are under the most pressure when they are leading their organisation through a period of significant change. During this time the frequency of interaction and communication with staff can suffer. However, this must be retained if the change initiative is to be successful.
Posted in: Leading During Change or Transition | Tuesday, April 17th, 2012
CEOs have a significant impact on organisational change – they will either enable it or derail it. There are a range of skills that CEOs need to call on when leading major change but one key area is guaranteed to make an impact: CEO behaviour.
Posted in: Winning or Achieving Early Success in a New Leadership Role, New Leadership Role or Transition, Leading During Change or Transition | Tuesday, March 13th, 2012
When you begin a new leadership role, key stakeholders looking at your performance will often decide within 90 to 120 days whether you have the capacity, capability and approach to succeed. Take time to consider how to nail this position from the start.
Posted in: Leading During Change or Transition | Tuesday, December 6th, 2011
When there is a need for a business or organisation to deliver on a significant vision, the leadership group will play a key role in determining whether that vision is delivered or not. The future capacity and capabilities of the leadership group must line up with the aspirations of the organisation, yet often the leadership reflects more closely the business as it is, or as it was.
Posted in: Want to take your leadership to the next level?, Leading During Change or Transition | Monday, July 4th, 2011
Organisational structure is driven by individual and team performance. Where that performance is below par it needs to be addressed and not tolerated as it will invariably have a wider negative impact on the business both externally and internally.
Posted in: Building Emotional Intelligence EQ, Leading During Change or Transition | Tuesday, April 19th, 2011
During the good times when work is flowing and results are good, the level of a leader’s emotional intelligence is not seriously tested. However, when things get tough, a lack of emotional intelligence will become very obvious and will have an impact beyond the leader to his or her people.
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