You’ll have no doubt read the title and wondered why anyone would use the “L” word in conjuction with business. How can it be part of the demanding, harried world of the average manager, when the priority is to just get the business done, to the highest standard?
According to author Tracy Kite, it’s unlikely that managers don’t care. Yet we fail to discuss, describe and contemplate this aspect of humanness and interaction in our professional endeavours.
The Godfather trilogy follows a powerful Italian-American crime family – and its quotes are by far some of the most memorable in the movie-verse.
The England team’s achievements are a testament to Gareth Southgate’s leadership qualities, skilfully using his own experiences of success and failure in the sport to create a team that performed under enormous pressure.
In an uncertain world, leaders require a new set of skills and experiences to steer an organisation successfully through increased volatility and ambiguity.
It’s the start of the school summer holidays and the world, for a short while, slows down as “out-of-office” emails outweigh the amount of people at their desks. But while many bosses stress about this period, they should actually be taking leave as well, says columnist Charlie Mullins.
A few slices of pizza cures many ills, but can it also serve up a much-needed boost to management skills?
Life is a 24 hour, 365 days a year conversation. We’re constantly speaking to colleagues, customers or strangers. Even when sleeping we’re still talking. And when we’re not, we’re often dying to speak but lacking the courage to do so.
I used to hold breakfasts with groups of employees to discuss aspects of our business and allow them the opportunity to ask questions. In one of those, I learned a valuable lesson.
Every CEO role is different because each company has its own flavour and situation. However, there are a few skills successful leaders tend to have in common.
Leicestershire serial inventor turned entrepreneur, Graham Harris, explains how hard lessons learnt on the factory floor helped develop his own leadership style as he made the transition to business owner.
While most boardrooms know digital transformation is important, it’s considerably easier to discuss than to implement. In fact, 59% of UK CEOs in PwC’s 20th CEO survey believe their organisation’s ability to adapt to the speed of technological change is a real concern.