Positively transform and drive sustainable improvements in performance and results

How many of these can you and your team relate to? If you think you need our help, you might want to get in touch! Ongoing turf wars In the ideal professional world, all co-workers get along. But in reality, it’s not uncommon for colleagues to dislike each other. Arguments, rifts and mean-spirited rivalries may follow. And in the worst

There are 3 guaranteed ways of making sure you achieve, or exceed, all your business objectives in 2018. They are: Fix the culture – get everyone 100% “on board” Fix the culture – create leaders who can achieve! Fix the culture – develop an “unstoppability” factor The focus is so wrong in many business plans and strategies. For instance, many

Question: How do you spot a business leader, at a party, who is struggling to make the much needed changes to significantly improve performance? Answer: They’re the one asleep in the corner… exhausted! It’s those long hours, seven-day weeks and daily hassles that seem to make little or no difference to results, team working, or the customer experience. It doesn’t

Our experience shows that many leaders seem to spend a lot of time wishing. They wish they were taller, richer, and smarter. They wish their businesses were more successful, their teams more productive, their customers more loyal. But what would it be like if they could change their wishes to belief, total and absolute belief (i.e. a powerful “knowing” ahead

Side-stepping four common mistakes can not only help companies develop stronger and more capable leaders, save time and money, and boost morale … but also create sustainable improvements in performance in all areas … and, of course, the results.   For years, organisations have lavished time and money on improving the capabilities of managers and on nurturing new leadership skills.

Miscalculating the “starting point  a.Too many leadership development initiatives we come across rest on the assumption that “one size fits all” and that the same group of skills, or style of leadership, is appropriate regardless of where the “starting point” is for the leadership population. b.No “diagnostics” are completed to determine the issues, challenges and opportunities people in the organisation

Let me first tell you what doesn’t … pay and rations, “bean bag” relaxation rooms, dress down days, “homemade cake eating” Fridays, etc. … Culture is not to be trifled with (no pun intended!) … it’s the key to hard driving and much needed, if not critical, sustainable business improvement. Culture is the single biggest factor in delivering the outcomes

Just because we’re doing a lot more, it doesn’t mean we’re getting a lot more done! It can be hard to be a leader in today’s hurried and constantly changing business workplace. A leader is pulled from pillar to post, working all the hours God sends and is expected to know everything, be everything and do everything, all at the