By managing individual team members’ expectations you can juggle different levels of accountability and achieve the results you want. It all starts with you
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.
Clients are telling us they're re-structuring bonuses so the emphasis shifts from individual to team performance - demonstrated by the following case study
Don't fall into the trap of under-engineering your organisation. Start-up businesses reach the stage where organic growth needs underpinning with structure
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.
Do you assume you have to provide big-company benefits when you are still an SME? It's a common mistake made by second generation organisations. Here's why.
Are you increasingly resenting the fact that running the organisation is all down to you? Turn it around so you can relinquish control - successfully.
What does the bonus culture look like in your organisation? Does it motivate, engage and reward your staff for great performance and accountability?