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Author: Editor

Want a leading role with a startup?

Tom Lovelace

If you have the right attitude and qualities, joining an ambitious new business could be just the job.

Here are some questions to ask yourself before you take the plunge into this richly rewarding world.

Build a social-purpose programme that works

Tom Hammick

The best social-purpose programmes are authentic, inform innovation and steer investment towards social causes.

Match your firm’s social aspirations to its growth needs to create social programmes that meet consumers’ expectations and build business value.

Never undervalue competent management

Stephen Chambers mgmt

What is the key to becoming a major player in your industry?

If you want to get ahead of your competitors and stay there, you must acknowledge that operational excellence is vital to executing your strategy.

The art and science of decision making

Lorenzo Vitturi

Could an excessive reliance on data analysis be limiting your company’s scope for imagination and innovation?

Management is more than just a science; discover an alternative approach to business strategy.

How to fine-tune your vision for effective change

Glenys Barton

Driving successful change isn’t simply about knowing what you want to achieve and getting the economics and technology right.

If you want your teams fully engaged, you will need to create and communicate an appealing vision of a better future.

Five steps to being a better boss

Friedemann Hahn

You've started your own company. You are a successful entrepreneur – so successful that you have been able to hire people to work for you. You are the boss. Finally.

But being a good boss is not the same as being a good entrepreneur.

Make learning creative and dynamic in your firm

Tim Lewis

Top-down formal training methods popular during the 1990s do not equip staff to deal with unpredictability and rapid change, write John Hagel III and John Seely for Harvard Business Review.

Instead of relying on process manuals to tell staff what to do, empower them to learn on the job, creating knowledge and developing new ways to share it.

How to compete in the new borderless economy

Bernard Cohen

The onward march of digitisation will change the nature of the game for everyone – including your company – over the next ten years.

It's time to recognise and accept this impending change and create a gameplan for a borderless economy.

Here are your four new critical priorities. 

Engaging employees who struggle with change

Shen Wei

When you instigate any change in your organisation there will always be team members who cling doggedly to the status quo.

But ignoring the dissenters can build a virtual wall between those with conflicting viewpoints and encourage a culture of “us” and “them”.

Here's how to steer the two sides to meet in the middle.

Should your leaders seek dominance or prestige?

email-Glenys-Barton-compressor

The two key motivations driving people to become leaders are dominance and prestige.

But which trait will work best in your organisation? And do you need someone capable of displaying both?

Here's how to find the leader who best suits your organisation’s culture and goals.

Five tips for success when you’ve inherited a mess

Aleah Chapin

It pays to avoid classic pitfalls when the business you take on has been left in a mess by your predecessor. Taking over leadership of any business, especially as an outsider, is a challenge. 

Over half the leaders who take over a mess will have failed within a year and a half.

Here are five ways to avoid stepping on the land mines that were left for you.

Why meetings should never mix strategy and operations

Richard Smith

As a senior executive, you need to balance the long-term strategic and short-term operational needs of your company. This is not easy, writes Sabina Nawaz for Harvard Business Review, when meetings so readily become dominated by day-to-day concerns.

Here's how to maintain your focus on the long term and stick to the bigger picture.

Seven steps to forming a new habit

Cedric Christie Habit

If you want to form and sustain a new habit you should adopt the “7S Model”, writes Steven MacGregor for European Business Review.

Forming a new habit is hard – making sure that new habit sticks is even harder. Here's MacGregor's a seven-step plan for forming and sustaining your new habit. 

Three ways to achieve dynamic reflection

Julie Cockburn

The way you think as a leader can leave gaps in the way your business and working relationships develop.

With awareness and know-how you can adapt your thinking mindset to suit the task in hand.

Here are three key strategies to help bring your thinking skills up to scratch.

Create a winning team to drive innovation

Richard Smith thinking innovation

Build creative dissonance into your team and you’ll turbocharge digital innovation.

If there’s one trait humans possess that artificial intelligence (AI) does not, it’s the ability to think outside the box. 

To profit from AI’s ability to accelerate innovation, build your team around creatives who, collectively, combine these six contrasting personalities.

Six ways to create better collaborations

Carol Robertson 2

Collaboration is a buzzword in modern business.

But it doesn’t happen overnight, especially if you are seeking to transform outmoded models of command and control, says Carol Kinsey Goman, writing for Forbes.

Slow and steady wins the innovation race

John McLean

People think of innovation as a fast-moving process that brings about large-scale change almost overnight.

But there is an alternative. A low-key approach which takes effect gradually over a much longer term. And it’s called “slow innovation”.

Five steps to escaping the meeting trap

Tom Phillips

Executives spend nearly 23 hours per week in meetings. If your company’s meetings are badly run, that’s a lot of wasted time – and money.

It's time to institute systemic change. Here's how to escape the meeting trap.

Why leaders need to be more engaged

Carol Robertson

Are you taking more days away from the office, or delaying replies to emails or calls?

These are all signs that you have become disengaged as a leader. And when you disengage, your employees could follow suit, writes Peter Crush for Raconteur.

Five steps to conflict resolution

Tim Mara

The key to resolving a disagreement between members of your team is acting as an effective mediator, write Jeanne Brett and Stephen B Goldberg for Harvard Business Review.

People will always disagree with each other – it’s human nature. But if you have to step in, follow these five steps.

Establish a culture of shared goals

Tom Hammick

Success increases when your teams have the incentive to push towards shared goals.

A Tour de France team manager describes how to convince your employees to surrender individual dreams for the common good.

How to become a digital leader

Bernard Cohen Study 2

In order to unlock the full potential of digital technologies and achieve “digital transformation”, your company must foster a digital leadership structure, writes Stijn Viaene for The European Business Review.

The aim is to enable your company to identify opportunities and take advantage of them quicker than your competitors.

How to win the marketing battle

Terry Frost Innocent Blue

Marketers must ditch “best practice” and avoid a predictable approach in order to differentiate their brand from the competition, writes Rory Sutherland for Raconteur.

Most businesses love rules. Follow the rules and you’ll be safe. 

This might work for the accounts department, argues Sutherland, but marketing is different. Successful marketers do not follow rules.

Replace corporate training with career coaching

William Crozier Verona

Do your corporate training programmes actually improve the performance of your company? Daniel Dowling, writing for Fast Company, argues that in-house career coaching is a much more effective approach.

To make employees want to learn and perform better, help them prioritise self-improvement as an essential part of their lifestyle – both within and outside work. 

Maximising performance or just creating stress?

John Kirby Head

A leader should be skilled at getting the best out of coworkers. But all too often his or her leadership style can have the opposite effect.

Karen Firestone, writing for Harvard Business Review, has some advice on how to avoid leader-induced stress.

Real leaders put creativity centre stage

Derek Hirst Alambra

It’s time to ditch outmoded management models in favour of embracing a leadership style that attracts, retains and encourages creative thinkers.

Exposed to the ever-present risk of digital disruption, organisations need new ideas as never before.

But if modern management is about attracting and retaining clever people, leadership methods must change.

How to make the perfect pitch to a venture capitalist

John Kirby The Door

Charming a venture capitalist used to be an art, but now it’s a science.

Why do proposals that look good on paper fail to make it through the pitch stage? That’s what assistant professor at Babson College, Lakshmi Balachandra, decided to find out.

Harvard Business Review reveals the four key points she discovered.

How to spot an effective CMO with staying power

Michael Kidner Rotational Coloured Circles

Marketing is one of the most rapidly developing areas of the business world and your company needs a champion with the qualities to embrace that challenge for the long haul, writes David Clarke for Strategy+Business.

It’s not so many years since the extent of most companies’ marketing efforts was an advert in the telephone directory. Today it’s a specialised field.

Flip top-down management culture on its head

Tim Mara The Hoarding

If you set a clear purpose and cultivate an environment of innovation and collaboration, then you can have a whole company of CEOs, says Micha Kaufman, writing for Entrepreneur.

How you organise and run your business and who you choose to do what are the key elements that determine the destiny of your company.