A thought-provoking article challenging the common assumption: that layoffs improve performance. The reality? Research shows layoffs rarely deliver sustained financial gains—and often create deeper problems. Leading organisational psychology researchers like Wayne Casio conclude – restructures should be the last tool we reach for, not the first. What’s the real impact? Short-term cost savings can… Continue reading Layoffs: a tool of last resort
In the late 1800’s Max Weber coined the term ‘the Iron Cage of Bureaucracy’ for the human tendency to focus on the process or activity – not what we are trying to achieve or why we are doing it. Despite the knowledge of the problem being around for a long time most organisations unintentionally… Continue reading Focus if more important now than ever!
This is a great article taping into some of the key things leaders do to burn trust and what they can do to build it. Building trust can be achieved by: Measuring trust and acting on the measure Taking the time to explain why a decision was made results in 4.3x more trust. We… Continue reading How to build trust
Research consistently shows leadership that is people focused and enables employees to perform is the most effective – Servant and Level 5 Leadership are great examples of this. There are lots of ways of expressing this, whether it be managerial grid’s people vs results focus; John Maxwells ‘be devoted to your people but expect… Continue reading Great leaders share three behaviours
According to Gallup’s latest research, here’s what’s actually driving employees out the door — and why many leaders still don’t see it… People Don’t Feel Cared About as Humans This is the biggest one — and the most ignored. When employees feel invisible, undervalued, or treated like interchangeable parts, disengagement is inevitable. Feeling genuinely cared… Continue reading 42% of Employee Turnover Is Preventable – Coaching is the answer!
One of my favourite pieces of research is the finding that people giving advice are more likely to change their behaviour than those receiving it. This is because the person giving advice is actually thinking about it and processing the information at a deeper level. The person receiving the advice is just hearing it.… Continue reading The Art of Giving and Receiving Advice
