A lot of managers talk a good game about accountability. But few actually do it consistently. No one likes being the one who has to say: “We needed you to do this job, and you didn’t do it.” But avoiding accountability hurts your team more than that conversation ever will.
Read MoreIt’s all well and good to talk about accountability. Setting goals, tracking progress, regular check-ins, these are things we should do to be clear about expectations and then hold people to account. We know it’s important, and we know what happens (or doesn’t happen) if you don’t have accountability.
Read MoreGen Z and Millennials now represent a substantial portion of the global talent pool. Their perspectives on work, career progression and well-being are not the same as their predecessors. In this article I look at two important dimensions: how should managers adapt to these folk, and how should senior leaders lead and manage these people as they move into management?
Read MoreThe traditional model of training is based around the idea of content – that people adopt new behaviors when they learn new things. This is false. Insight is just insight. We do lots of things wrong even though we know better.
Read MoreProbably like most of us I thought performers in a team could be plotted against a normal distribution curve – a few aces, a few duds and the rest in the middle. But I came across research from O’Boyle and Aguinis (2012) that turns that idea on its head.
Read MoreManagement training doesn’t often appear in the finance wheelhouse, but given the amounts spent it’s entirely appropriate that the value for money perspective to be heard when the Exec team discusses talent development.
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