Most businesses say that people are their most important assets; with the 'mass resignation' however never has this statement been so true.
If this is the case then why is there so little focus on putting people, culture and engagement at the top of the corporate agenda.
Truth: many companies simply don't believe it - they think it as a nic
Most businesses say that people are their most important assets; with the 'mass resignation' however never has this statement been so true.
If this is the case then why is there so little focus on putting people, culture and engagement at the top of the corporate agenda.
Truth: many companies simply don't believe it - they think it as a nice 'tagline' but don't want to invest the time to make this a reality, or as is often the case simply don't have the skillset to know where to start.
The research is well documented about what improved engagement can deliver for business metrics!
If you don't know where to start or want to discuss it further then please reach out.
Leaders have a 'day job' which is often demanding enough in itself. Imagine then, being caught off guard one day and come into work to find the business has been acquired or indeed is no longer performing in line with expectations.
This is so demanding for many leaders to change strategy (or indeed define a strategy), have a clear plan, co
Leaders have a 'day job' which is often demanding enough in itself. Imagine then, being caught off guard one day and come into work to find the business has been acquired or indeed is no longer performing in line with expectations.
This is so demanding for many leaders to change strategy (or indeed define a strategy), have a clear plan, communicate that plan and make sure they keep their teams on board.
Part of the challenge is to stop what was already a demanding role from becoming overwhelming. Managing in these situations, if not handled correctly can very easily lead to 'tell and do' approaches with the focus purely on task and not on the person.
Planning, leading and staying focused through these times is challenging enough without the demands of simply running the business and all importantly keeping a team engaged and aligned.
Need a sounding board? I am here to help. I've been there and succeeded – you can too.
Why do we put ourselves under pressure as leaders to always have the answers?
Sometimes we can struggle with balancing who we are as a person versus who we think we should be as a manager. The greatest leaders are coaches who simply ask the questions and guide their teams to look for the answers, coaching when they struggle.
We all know it
Why do we put ourselves under pressure as leaders to always have the answers?
Sometimes we can struggle with balancing who we are as a person versus who we think we should be as a manager. The greatest leaders are coaches who simply ask the questions and guide their teams to look for the answers, coaching when they struggle.
We all know it is so much easier to simply give teams the answer; quick, simple and reinforces the role of the leader – however this does not develop our people, our culture or our organisational capability.
If you find yourself needing help with this there's no shame – it's a skill set the same as many others however sometimes organisations can take this as a given.
Not all leaders are managers, and not all leaders are born but, they can be coached – I can help with that coaching process.
Vicky Brockley Consulting
52 St. Ann's Quay, Newcastle Upon Tyne, NE1 2DJ, United Kingdom
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