ARTICLES ON MANAGEMENT

ManagementWe spend our time assisting organisations align their PURPOSE to respond effectively to an ever changing world by attracting the right PEOPLE with authentic values and empowering them to achieve ambitious PERFORMANCE objectives in a positive workplace culture.

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Latest Articles

  • Winning isn’t everything

    Winning isn’t everything

    Winning isn’t everything - It’s just as important to follow the compass as it is to check the clock when pursuing our personal best.»»»
  • Is it time to abandon annual performance reviews?

    Is it time to abandon annual performance reviews?

    (This is part#2 of a series on PEOPLE – see part#1 here) Managers and leaders have to re-wire their organisations to evolve in order to satisfy these needs and still perform in a competitive and challenging environment. They need to constantly calibrate their purpose in an ever-changing global marketplace. What …»»»
  • How organisations can truly engage with their people…

    How organisations can truly engage with their people…

    People are the core of any organisation. Attracting the right people, engaging them with a meaningful purpose and empowering them to perform is critical for success.»»»
  • How will we lead our lives?

    How will we lead our lives?

    Life happens! Our environment shapes it and we adapt – until a defining moment when we must all pause and question: How will we live our life? It takes curiosity and courage to ask ourselves how will we be remembered and to live in accordance to those values. For it …»»»
  • The urgency delusion of work

    The urgency delusion of work

    The immediacy of our work environments have had numerous positive and negative implications on how we perform. One phenomenon, is the sense of urgency that has permeated everything we do in the work place. The addiction to ubiquitous screens endlessly screaming for our attention has only worsened our consciousness. It …»»»
  • Focusing on the person – the primacy of the individual

    Focusing on the person – the primacy of the individual

    There are no teams! There are no departments. There are no business units. There are no customers and there are no suppliers. There are, however, individuals who comprise all of the above! The human person. It is the human in management that must take primacy at all times. Teams don’t …»»»
  • Eliminating the weakest link

    Eliminating the weakest link

    The management practice of maximising an individual’s strengths and making their weaknesses irrelevant is rightfully becoming widespread these days. However, this will only be successful if weaknesses are above a certain acceptable level. A person with a speaking difficulty or hearing impediment will not make a good telephone receptionist. Similarly, …»»»
  • Managing for the short and long term

    Managing for the short and long term

    In the not too distant past, when time and weather permitted, I used to find myself on a stand-up paddle board on Perth’s beautiful Swan river. Over the hour-long paddle the often calm waters could turn into quite a swell depending on the wind and passing boats. Negotiating these unsteady …»»»
  • Beware of the first straw on the camel’s back

    Beware of the first straw on the camel’s back

    There is an old saying about the last straw that broke the camel’s back. Whilst this is a valid statement, in management, one must pay more attention to the first straw. Whether it’s people, processes, the economy, markets, even disruptive technologies the first significant sign of change is important. Ignoring …»»»
  • The true test for Management is Performance

    The true test for Management is Performance

    In a recent conversation with an ex-colleague, I was asked the question: “What must I do to go to the next level in my career?”. Answering it took some thought and consideration. There are two types of people in an organisation: managers and non-managers – and the answer to that …»»»
  • The four steps to developing your business strategy

    The four steps to developing your business strategy

    This week, I had the privilege of spending some time with post-graduate business students from the local university. The topic for discussion was creating a business plan. The conversation gave me an opportunity to reflect on the matter and put some of my thoughts in writing. Following are the four …»»»
  • Trust, the fundamental requirement of management

    Trust, the fundamental requirement of management

    Good managers require certain characteristics for success. Contrary to popular belief, being charismatic is not one of them. There are many great managers who have led their organisations to unprecedented sustained success with personal charisma no greater than that of a dead fish. There are many other qualities that sit …»»»
  • How to address concerns in the workplace

    How to address concerns in the workplace

    During my time in the work-place, I’ve witnessed the ‘spray’ at all levels: staff meetings, management get-togethers, and locker rooms.  This is where the boss addresses the entire group with a generalised outburst on what’s wrong and how it needs to be fixed. As a young manager, I have been …»»»
  • The 2 key functions of the modern manager

    The 2 key functions of the modern manager

    For too long management has been mistaken for authoritative control of people. Where a manager is a powerful figure…almost dictatorial…ruling over his workers in the pursuit of efficiencies. The decline in the number of manual workers and the ubiquity of the knowledge worker has required a re-think. Knowledge workers today …»»»
  • 7 Steps to full engagement with your people…

    7 Steps to full engagement with your people…

    You don’t hire just a hand, the whole person comes to work! Managers today must understand that they employ the entire person – regardless of the role. This requires full engagement with the individual, which can be achieved by focusing on the following seven areas: 1. Understanding context Getting to …»»»
  • 3 ways to grow your organisation’s revenue

    3 ways to grow your organisation’s revenue

     Growing revenues and profits in any organisation must be an ongoing focus. With the ever changing environment, disruptive technologies and new opportunities and challenges, a culture of growth must be encouraged and embedded into the routine. A structured model to do this on a regular basis may sometimes be helpful. …»»»
  • The 5 negatives of interruptions during work

    The 5 negatives of interruptions during work

    Getting interrupted whilst working or managing a project can be annoying. However, recent research suggests the negative effects can be a lot worse. In 2013, Erik Altmann and Zach Hambrick of Michigan State University and Gregory Trafton of the US Naval Research Laboratory found that brief interruptions, even as low …»»»
  • Budget for growth to ensure organisational success

    Budget for growth to ensure organisational success

    As we enter a new financial year, most companies have been through the process of financial forecasting or budgeting. Notwithstanding, as argued before, that a 12-month cycle may be too long a time-frame for such a process it is a requirement for various reasons. It also does provide the basis …»»»
  • Why management must actively pursue strategic abandonment

    Why management must actively pursue strategic abandonment

    Every three months, I spend half-a-day going through all my personal possessions and split them up in three groups: the first – items that I still use and need to keep: the second – things that I no longer use and need to trash; and third – stuff that I’m …»»»
  • Schedule your priorities not prioritise your schedule

    Schedule your priorities not prioritise your schedule

    For a long time now, time management experts have extolled the virtues of tasks or schedules and then to prioritise them. Whilst this in itself is a good endeavour, a more effective method to achieve one’s outcomes is to set key priorities and to schedule them. Too often our days …»»»