Listening, a radical new skill for the world’s new problems
It is said that people at the turn of the last century thought they needed faster horses but that Henry Ford recognised the underlying problem: people needed faster, safer and cheaper transport. Recent research suggests that, by 2020, 42 percent of core skills will have changed. It points to huge disruption in the way work…
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Two foundations to secure during change
When change happens, make sure you secure the foundations of relationships and communication.
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Are you open for questions and discussion? Really?
Are we questioning others and not ourselves. It won’t happen by accident. How do you encourage questions and discussion?
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Customer service and bedside manners: Who cares?
Hospitals are judged by the bedside manner of their doctors. Our products and expertise need great service, otherwise customers and patients will leave
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Too many priorities, nothing gets done
‘A company with too many priorities has no priorities.’ What one thing will have the greatest impact in the area of greatest importance in your organisation?
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Staff engaged or miserable? You choose
Patrick Lencioni and the ‘The Three Signs of a Miserable Job’: Anonymity, Irrelevance and Immeasurement. What can you do?
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A supervisory workshop at DUCT—Pictures
Pictures from a Supervisory Skills workshop for a group of upcoming supervisors at DUCT
Read More...A Managing Change workshop for your organisation
Next week at the Pietermaritzburg Chamber of Business Book now. Don’t miss out.
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The Pope’s thumb: Perspectives on management
Employees don’t always see what we see (Sasha Obama noticed the Pope’s thumb). Seek out their perspective. What do they see? What questions are they asking?
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Four steps to diversity: A mother’s challenge
‘She is everything a mother would want for her son. She only prays differently. I will just learn how to pray like that.’ A mother’s four lessons in diversity
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