Manager Tips

Line managers are essential to driving change in organisations - successful transformation can’t happen without them. They have daily conversations with employees and their impact on behaviours is vital. The uncomfortable truth, though, is that line managers are often time poor, working though disruption, and with little training or experience in career conversations.

Has the focus shifted from front line leader training? In his guest blog, David North explores the risks of providing insufficient support.

Resilience was a hot topic long before the Covid-19 crisis hit us. And now, argues Birgit Baldauf, it's more important than ever.

What do organisations and employees have to gain from great workplace conversations? In this blog David North identifies the benefits - and the barriers.

Career conversations should be seen as an opportunity not a threat. A practical model for managers making the most of development conversations

“We must all distinguish between confidence as belief in ourselves, and confidence as belief that we are right. In the VUCA world, the latter is dangerous. The former is essential”.

We know self-fulfilling prophecies affect children’s classroom grades. So imagine the impact on performance if we translate that ethos to the working world, seeing EVERYONE as a high potential.

When managers give feedback, the ratio of positive to negative statements in high performing organisations is 5.6 to 1 (Kim S. Cameron, Positive Leadership). In poor performing, struggling organisations, the ratio was as low as 0.36 to 1.