Numerous centuries-old, traditional sectors have been shaken-up due to at least one disruptor. From financial services to healthcare, new technology is inspiring ingenious solutions to old problems and attracting ambitious entrepreneurs with big ideas.
As any leader knows, it’s not just lonely at the top. At times it’s terrifying. That mental intensity is amplified in times of change.
Thanks to a continuous stream of technologies, we communicate with people without actually having to do so in person. With National Conversation Week close at hand (19th-25th March), now is the time to have meaningful conversations at work.
Research has found that beyond employee appreciation day, bosses are failing to recognise the efforts of staff. This leads to underperformance and a lack of engagement.
If at first you don’t succeed then try, try again, a famous poem suggests. What we don’t always take into account though is that difficult goals can sometimes be unachievable – and that constant failure can have its consequences.
Sexual harassment is still prevalent in the modern workplace. But while much emphasis is placed on bolstering the right policies, is there a way bosses can spot whether the workplace itself needs an urgent change?
Having a truly engaged workforce is fundamental to increasing workplace productivity. Achieving it, however, is both complex and challenging. Here, Nigel Purse, founder of The Oxford Group, reveals five conversations that will help boost motivation and minimise staff turnover.
While the Google search engine’s function is to point you to the most relevant information you need, it can also be used to pinpoint current trends. This was highlighted by First4Lawyers, which tried to spot staff grievances based on popular Google searches.
We often worry about rambling in front of people we just met. But what if we are just stuck in the habit of talking to people in a certain way, with our networking fears holding us back from forming connections of substance?
We all know a narcissist. These are those people for whom the universe revolves. They must be at the centre, the figure of worship, never wrong, admired by everyone and always on top.
Despite corporate change being necessary for growth and innovation, we often try to get in its way. It’s a phenomenon author Susanne Jacobs seeks to explain.
While staff are confident serious matters like sexual assault would be addressed by employers, they become less sure when bullying and lack of senior management performance is concerned, further highlighting the UK’s widening trust gap.
