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Getting the most from appraisals

We look at how to make appraisals, or performance reviews, more productive. For managers, how to plan and prepare and handle them. for staff, what to do to make sure they are constructive for you. Some basic tips and ideas to improve the whole process...

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Who do you talk to?

A challenge for many directors, managers and owner-managers is to find someone they can share their concerns or ideas with. Here, we share some thoughts about options they can pursue.
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Leading from the top through vision and values

Those responsible for running a business have to provide good leadership.  One of the key qualities of executive leaders is to have a clear vision for the future of the organisation, a strategy to achieve this vision and to set in place the appropriate structures and systems.  Many of these will be linked to the values - which those at the top have to set, create the behavioural definitions for them AND then "walk the talk".  Here we look at what is required to do this.
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Managing people for performance

As managers how do you get the best from your main resource - your people?  This article offers some guidelines and ideas for how to harness their potential and to align them to what you need to achieve the organisation's goals.
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The leadership challenges in family businesses

All businesses facee leadership challenges. Family owned and run businesses share these PLUS a number of extras brought on by the added dimension of the family. This article explores these and offers some ideas for addressing them.
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Leadership - Use or Abuse of Power?

Good leadership can make a great difference to how a business, organisation or team performs. One of the critical factors is how effectively leaders use the power that they have in their role. Here we explore what are the risks of abusing power and the benefits of using it effectively.
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Coaching and mentoring - does it matter which?

Coaching is high on many people's "must have" lists for themselves or developing others.  Research for my "supercoaching" project showed that the key elements of the top coaches lie within the individual and their wish to be a coach, rather than a set of skills.  Does it really matter whether a manager spends their time coaching or mentoring their people?  This article explores the issue.
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