Archive for the 'The Faculty' Category

The Surprising Truth About What Motivates Us.

All leaders are keen on creating and working in an environment where everyone is motivated to perform beyond usual expectations without being asked, instructed or coerced. Generous rewards and bonuses don’t seem to be the answer. So how do we do this in a knowledge economy?

This lively RSA Animate video, adapted from Dan Pink’s talk at the RSA, illustrates the hidden truths behind what really motivates us at home and in the workplace.

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Is it the end of Superhero Leaders? I do hope so!

The appointment of Meg Whitman as CEO of HP is amazing. She is the former CEO of eBay who then spent a $100m failing to become governor of California (interestingly campaigning shoulder to shoulder with a former CEO of HP – Carly Fiorina – going for the Senate). Whitman flagged badly as CEO of eBay as it became more mature – ie. more like HP! For its first 60 years, HP exemplified everything that is great about Silicon Valley but since 1999 the company has lost 6 CEOs. The problem seems to be that the board has tried to appoint super stars.

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The Fun Theory

The Fun Theory is a Volkswagen initiative dedicated to the thought that something as simple as fun is the easiest way to change people’s behaviour for the better. Be it for yourself, for the environment, or for something entirely different, the only thing that matters is that it’s change for the better.

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About Transpersonal Leadership: Ethical Leadership

The News of the World debacle identifies our total lack of ethical leadership – and it’s not just Rupert Murdoch

The current disaster can be laid firmly at the door of unethical leadership. The unethical genius that is Rupert Murdoch together with his disciples Rebekah Brooks and son James Murdoch may be at the pinnacle but our political leaders Blair, Brown and Cameron have shown more than just bad judgement in their quest for News International’s support. Then there is the police, the newspaper advertisers (who have been supporting the tabloids for years and then pull out for purely commercial reasons) and of course the journalists and private investigators themselves.

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Engage Staff to Survive.

Consultants PWC state that involvement is essential in managing change successfully. They identified that nine out of ten barriers to change relate to people.

Greg Young, Managing Director, LeaderShapeLeaderShape’s Managing Director, Greg Young, agrees: “Engaged people are up to 40% more productive, developing solutions to improve productivity that no top-down approach can ever identify. They bring innovation to the way they and their organisations work. It is leadership, at all levels, that determines the level of engagement in an organisation, its productivity, its agility and therefore its long term sustainability of performance.”

Staff engagement is seen as one of the biggest keys to success.  A new report from the Economist Intelligence Unit identifies more than 80% of top company executives across Europe and the Middle East airing this concern.  Yet almost half (43%) admit that issues like motivation, identification with company goals or willingness to ‘go the extra mile’ – are only ‘occasionally’, ‘rarely’ or ‘never’ discussed at board level. Moreover, almost 90% say their organisations fail to take action to tackle continually low staff engagement.

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Achieving Excellence through a Transpersonal Leadership Style.

Danielle Grant travelled to Cardiff recently and provided the S. E. Wales Branch of the Chartered Institute of Personnel and Development (CIPD) with a fascinating insight into how organisations can help managers move from an Ego led (self focused) leadership approach to one of Transpersonal Leadership where the needs of ALL stakeholders are considered and prioritised.

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Emotional Intelligence or Behavioural Control?

Successfully managing a difficult member of your team is a challenge. Assuming they generally behave reasonably, it could be stress overload rather than their character. 

Neuroscience is beginning to understand how our brains evolved from basic survival mechanisms through to complex “Emotional Intelligence.” Internationally known psychologist, Daniel Goleman, explains the scientific background to a common workplace concern.

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