Thriving or Surviving?
All organisations hold a potential reservoir of their members’ capacity for commitment, goodwill, insight, creativity, ability and self-responsibility. It is the responsibility of leaders to access this energy and guide its flow in ways that bring out the best in everyone for the best possible results. Too often, the flow resembles a thin trickle and the enterprise struggles to endure, when it should thrive.
Leaders tend to be less vigilant in their decisions over small matters than they are with Big Issues. But the execution of thousands of small matters over time is what defines leadership quality > > >
Most organisations can’t do without self-managing staff – and would benefit from systematically developing them. Here’s a list of priorities that make the differences that matter > > >
Agile responses to challenges and change are a great deal easier if we give methodical attention to developing people’s individual and collective capacity for the Primary Task > > >
Much of what’s required for workplace thriving is simple good sense, made common practice. I offer practical support and guidance for this, because I know that simple isn’t the same as easy. When you are ready to surround your intentions with increased capacity for them, browse the library, contact me or initiate the self-appraisal process to set vital reference-points for progress.
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Self-assess your interpersonal communication practices – the basis of effective working relationships.
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