Many people have actively avoided learning the skill of making a simple, direct request and giving a simple, unequivocal response in return.
Jeff Haden's article on managing millennials is a timely read. As he points out, how we think, feel and act has nothing to do with our age group.
Kate Mercer looks at why job descriptions should focus on the results people are accountable for producing, not the activities to be carried out to achieve them.
In a thought-provoking post from Neil Crofts, he looks at the effect of short-term planning on the way we live and work, and whether we should be challenging our notion of this.
Don't fall into the trap of under-engineering your organisation. Start-up businesses reach the stage where organic growth needs underpinning with structure
Do you tend to fall back on professional skills to manage your growing organisation? You'll need a whole new range of flexible skills, Kate Mercer explains.
CEOs can cling to the myth that they can continue to focus on specialist work and a client load. You need to manage your team and organisation instead.
Team Building – The best way to train your staff to really work as a team, so you're tackling the real issues you have as a leader
Don't assume that if it works for a 3G organisation it’ll work for your 2G company. It usually won’t. Here's how to avoid the over-engineering trap.
Most companies fall in the middle between a start-up and a fully mature organisation; they need different management and leadership from the other two.