Jun 222015
 

A sociopath is, simply, someone who acts without con­science. So can an organ­isa­tion be a sociopath? After all, it isn’t ‘a someone’ is it! sociopath

Well, as far as the law is con­cerned, a mod­ern cor­por­a­tion is a kind of someone. It has most of the rights and respons­ib­il­it­ies that an indi­vidual pos­sesses. And a (for-profit) cor­por­a­tion is set up with the goal of act­ing in its own interest. It can­not be genu­inely con­cerned about any­body, except its share­hold­ers.  Con­tinue reading »

Jun 082015
 

You hear a lot of con­ver­sa­tion about what it takes to be an entre­pren­eur. But not so much about the related, less glam­or­ous term ‘self-employed’. Yet 15% (and rising) of the UK work­force are self-employed.
self-employed motivation

Many people who work for an employer dream of being their own boss. Some turn that dream into real­ity. But for reas­ons they may not have fore­seen, that real­ity doesn’t suit everyone.

And some­times the real­ity hits too late!

Con­tinue reading »

Jan 262015
 

 It’s good news for any­one con­cerned about the soft skills deficit…isn’t it?

Major organ­isa­tions, includ­ing McDon­alds, CBI, National Youth Agency, Learn­Dir­ect and Barclays, as well as entre­pren­eur James Caan, are call­ing for these cru­cial skills to be recog­nised and pro­moted.  This ini­ti­at­ive comes along with the mes­sage that the cur­rent soft skills defi­cit will cost the UK around £88 bil­lion per year.MindTheGap / SoftSkillsDeficit

Given the cost implic­a­tion, it is sur­pris­ing that it’s taken so long for these skills to be on the busi­ness agenda…

Oh, they have been on the agenda.

For a while. Con­tinue reading »

Dec 082014
 

Why! / assumptionsWe con­stantly make snap decisions — we have to, oth­er­wise we’d still be decid­ing what to have for break­fast at lunchtime.

How­ever, although this approach seems like a neces­sary time saver, it can be a ser­i­ous time-waster — and worse…

Are you mak­ing dan­ger­ous assumptions?

Here are 7 signs to watch out for: Con­tinue reading »

Nov 172014
 

 Say no / clientsOf course you want to bring in new work. Any­one in busi­ness does.

And it’s an extra delight if you’re approached by a poten­tial cli­ent, as this indic­ates that they feel a con­nec­tion to your ser­vice or product. And you know you can deliver in ways that will delight…so happy days!

But what hap­pens if you run into a clash of values?

When would it make you say, “no”?

Con­tinue reading »

Oct 062014
 

When we run a BBM Dia­gnostic for an organ­isa­tion, the first Phase is con­cerned with Struc­ture.

This can bemuse people. “Struc­ture?” one CEO said. “We thought that the ‘jazz-leadership’ approach would kick off with some­thing more creative…isn’t an invest­ig­a­tion of our sys­tems and pro­cesses a bit…dull!”

If you’re into jazz-leadership you know that struc­ture isn’t dull at all…it’s excit­ing, it’s essen­tial, it’s sexy! 

Why? Con­tinue reading »

Sep 262014
 

There are vari­ous areas of beha­viour that can build or break trust. Being depend­able is one of them.

You may not real­ise it, but when you’re late, or dis­or­gan­ised, when you don’t reply to someone, or you’re incon­sist­ent, then you are massively redu­cing the level of trust that people have in you.

This has a far-reaching, neg­at­ive impact.

How much do you exhibit these behaviours?

Con­tinue reading »