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Two good reasons to speak up about problems at work

Learn to put responsibility where it belongs. It’s good for your health and business results.

Change conversations that work

How to motivate junior managers to change.

How to expertly engineer the start of change

The speed of implementing change depends on the "culture foundations" we’re building on.

8 reasons for understanding your customers better

The U-E-A Chain, implemented well, raises performance dramatically.

Why dialog is the secret sauce in change recipes

It takes time. It’s tough. But it leads to deep, lasting culture change.

A Model for The Healthy Optimization of Time

8 simple ways to optimize your productivity.

The #1 fundamental of execution speed

It’s not the thought that counts when it comes to executing tasks at speed.

Five unusual tactics to be more optimistic

New research on ways to bounce back from a bad experience.

The School Disco Dilemma

In implementation, somebody has to make the first move.

Shoot for the stars, not the minimum acceptable

Why Ambition and Aims go hand-in-hand with walking towards your fears.

The link between vulnerability, personal growth and high performance

Rapid growth comes from quality feedback, which means being vulnerable.

Do your global managers know what your key indicators mean?

Knowing the three different types of key indicators will increase your performance.

The 3 dimensions that accelerate your organisational change

Clarity – not slogans or communication style – speeds up transformations.

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Client Testimonials

You have brought a direct positive impact on our sales… because people work more customer-oriented. Our efficiency levels... are continuously growing.

AL Managing Director

Leading this product launch has taught me to be effective doing what I find naturally easiest – using trust and supporting people each step of the way. It augments my chances of making sure future product launches are as successful as this one.

MN Vice Director - Medical Marketing Europe

This process allowed people to re-appraise how this [senior team of managers] group was functioning or, rather, not functioning correctly. The tendency for each member of our group to see himself as an isolated beacon of excellence – which acted against the vital need for cooperation between members – were eased and communication is already becoming more 'normalised'.

RS Senior Director

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