Business disruption affects us personally and professionally and offers opportunity for review and innovation. How will you use the current highly disruptive situation to enhance your leadership skills with a view to re-energise and reengage with your team?
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Changes imposed on us by a crisis can result in conflict or can exacerbate existing conflict that has not been addressed effectively before a change (including a crisis). What can we put in place to address this?
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My most challenging question of clients is “How do you live and model the values that you cherish and expect of yourself and others?”
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As we approach the end of another year and tinsel and decorations are being hung, people are looking forward to the celebratory lunches and seasonal shut down of businesses. Not many are considering the potential negative consequences of some of the pre-shutdown antics as a result of workplace social functions.
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Being “busy” seems to be used as an excuse for why people do not carry through on commitments made to others. Or perhaps it’s a discomfort in honestly telling someone that you are unable to fulfil their expectation of you or clarifying why you can’t make that commitment.
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Some organisations invest in a standard suite of generic policies and procedures provided by associations or others. In some cases, they may not be appropriate for a particular business. Worse, they may not comply with current legislation or be fit for purpose.
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