How to build belonging at work (and why it matters)

According to the Deloitte Human Capital Trends 2020 report, belonging at work and well-being are the two most important human capital issues right now. Efforts to create a sense of belonging have traditionally focussed on respect and inclusion in many organisations. The theme here has been that if we can support people to feel comfortable and accepted for […]

An introduction to phenomenology in the workplace

Phenomenology is a concept from one of the many theories and academic texts on the subject of business management, and most of these see the discipline as a subset of social science. By this, I mean they look at sociological theories, assumptions and principles and then apply them to the business setting, presenting the conclusions […]

Developing Skills and Knowledge with Action Learning

In the 1980s, pioneering management consultant Reg Revans published his two most famous books, The Origins and Growth of Action Learning in 1982 and ABC of Action Learning in 1983. These publications made him one of the most well-known and sought-after figures in business coaching and management consultancy in the late 1980s and early 1990s, […]

Using Appreciative Inquiry to change for the better

Last week, I introduced the concept of Appreciative Inquiry, and explained that it is a technique of change management which focuses on identifying the positive rather than the negative aspects of change. Today, we will look at the practicalities of implementing AI and how organisations can use it to change for the better. Asking the […]

Managing conflict in the workplace

Over recent weeks, I have been talking at length about the different personalities and dynamics that we come across in any working environment and today I’m going to broaden that out to look at managing conflict. The fact is that everyone is different, and has their own values, attitudes and ways of expressing themselves. Another […]

Are you a Digital Winner?

Are you a Digital Winner? This was the question posed by economists at Oxford Economics in its Leaders 2020 survey, which polled over 4,000 executives from around the world. Their aim was to study the impact of strong leadership on success in the 21st century digital economy, and the findings might come as a surprise. […]

Difficult conversations: the good news (Part One)

As far as difficult conversations go, workplace-related ones appear to be in a league of their own. Research by the Chartered Management Institute (CMI), for example, revealed that British workers find it harder to ask a manager for a pay rise than to dump a partner. The CMI’s study of 2,000 UK workers found that […]

Are leadership and management really apples and oranges? – Part Three

When talking about leadership and management, the respondents in O’Leary’s interviews (see my previous two blogs for details) frequently mentioned the positive influences a good leader’s character and behaviours can have on his or her followers. While they also mentioned behaviours when discussing managers, the emphasis was different: good managers bring out results. The interviewees […]

Organisational development and diversity, Part One

Linking organisational development and diversity may seem incongruous, sort of linking goat’s milk and lettuce. However, it’s a highly salient relationship. Organisational development aims to enable organisations to navigate the changes necessary for survival and growth in changing times. While obvious change will inevitably sponsor resistance and fear amongst the workforce, certain organisational characteristics can […]

Difficult conversations and emotional intelligence, Part Two

If you try to cross the bridge without moving the obstacles out of the way and press ahead anyway, there is a greater chance of falling. Being unwilling to deal with conflict and failing to engage in difficult conversations is the quickest route to failure. There are obvious reasons for not wanting to be involved […]