“If you’re not going to even try to be best-in-class at something, well what’s the point?” Rarely is Clarkson quoted in my trade. But in summing up the perfunctory mid-market car in front of him, he made a good point about the emotional pull of invention and creativity. Measureable on the P&L? No. Strictly necessary? […]
An unexpected disclosure can really ‘wow’ your audience – here’s a good example I heard recently. Disclosure means controversy, so ‘planned disclosure’ like this may be the place to start. Classical concertgoers aren’t used to hearing controversy or disclosure from the stage. As @davidlister1 recently pointed out, a programme for an arts event might faithfully […]
Seven-times World Champion motorcyclist Valentino Rossi had been trying an optimistic overtaking manoeuvre when he took out reigning World Champion Casey Stoner at the Spanish MotoGP in 2011. Rossi had apologised to Stoner in the pits after the race, but the matter resurfaced in the press conferences, with Stoner repeating his assertion that Rossi’s “ambition […]
The first in a series of actionable observations based on the CIPD L&D survey 2015, amongst other sources. Ensure your L&D outcomes are aligned with what your organisation’s aiming to achieve Obvious? In fact, only a quarter of organisations say their L&D is extremely aligned to the needs of the business. We could look at […]
After his ‘Negotiating with Ambition’ workshop Mike asked me for some video examples of good negotiating skills – a tricky question! Training videos are invariably very hackneyed affairs, or hopelessly dated, and sometimes both. TV programmes which you might expect to offer some good examples are generally hopeless; Dragons Den tends to produce examples of […]
I consider myself healthily sceptical on the topic of ‘positivity’, or being perpetually positive about everything. Approaching everything by considering only the best possible outcome – the much lauded positive mental attitude – doesn’t amount to a strategy, and may well be delusional.
Feedback is truly an invaluable gift, and for that reason participants on all SustrainUK training programmes receive feedback from both the trainer and their peers.
Thoroughly enjoyed Monday evening’s seminar about running meetings more efficiently. It was run by some specialists in the field, and, being a module that I also run, I was pleased to see how much of my own material and approach was covered.
Post Ductus means ‘leading from behind’ and neatly sums up my mission in the work I do with clients and participants, namely to introduce a form of supportive resource that complements the existing leadership within the organisation.