by Kate Mercer | Oct 12, 2017 | Leadership
Do you have a tendency to fall back on professional skills – whether that’s data collection, analysis, re-engineering – to manage your growing organisation? Kate Mercer explains that instead you’ll need a whole new range of more ambiguous and...
by Kate Mercer | Oct 5, 2017 | Leadership
CEOs can cling to the myth, particularly in professional service firms, that they can continue to focus on their specialist work and a full client load. Someone needs to manage the place, so how do you make your organisation work when you’ve reached that...
by Kate Mercer | Sep 5, 2017 | Team Development
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. Kate Mercer explains… Who do you call if a pipe is leaking? A plumber, right? You don’t call an electrician. And when he turns up, you don’t...
by Kate Mercer | Aug 31, 2017 | Organisation Culture
Don’t assume that if it works for a 3G organisation – whether it be an employee, a computer system, a benefits scheme or a specific external supplier – it’ll work for your 2G company. It usually won’t. Here’s why you should avoid the...
by Kate Mercer | Aug 24, 2017 | Leadership
The vast majority of companies fall in the middle between a start-up and a fully mature organisation, and need different management and leadership from either of the other two. When I started my last ‘proper’ job in the early 1980s I quickly registered on all the...
