The latest CIPD HR Outlook survey highlights how people-related Leadership skills are much-needed and sorely lacking. In this blog post, I share my experiences of how we can change that.
Professor Vlatka Hlupic (Founder & CEO of the Drucker society and author of “The Management Shift”) speaking at European HR Directors Business Summit 2015 in Barcelona.
A session at the CIPD L&D Show 2015 by Sean Kent (Freebridge) @SeanMKent , David Young (BT), chaired by Gill White (CIPD) @gillwhite4
A session at the CIPD L&D Show 2015 by Paul Smith (LV), Jan Luxford & Ben Cork (Riverside), chaired by Jonny Gifford (CIPD)
As part of my True Strength project, I’m featuring interviews that dig deep into how people succeed and I was delighted to interview Dawn Smedley of O.C. Tanner alongside her manager Ian Feaver. The interview has lots of insights into how we succeed, about strengths, weaknesses, mindset, resilience, and how to help people be their best.
How do you find success secrets? Well, you can’t as success depends on who you are and what you want. However, we can find inspiration in real stories of success and I’m working on a project – True Strength – to tell these stories.
My blog post of a session at #hrevent15 where Steve Vaid and Jo Sullivan of Guide Dogs shared something of their change journey.
My interview with Stephen Frost (former Head of Diversity and Inclusion for the London Olympic and Paralympic Games) about Diversity and Inclusion.
CIPD14 session on overcoming the barriers to effective leadership, with case studies from Alex Lewis (BAE Systems), Sarah James (Crime Reduction Initiatives), and Jamie Ryan (Millers Oils)
CIPD14 – Jill Miller (CIPD), Jane Middlemiss (ILG), Keith Jackson (JRI Orthopaedics) on Maintaining drive and enthusiasm during change and innovation in SMEs
CIPD14 – Chris Last (Civil Service HR UK) on ‘Advancing the profession – how Civil Service HR is a role model for change’. Summary; focus on people and their professional advancement, drive continuous improvement, and work hard to develop the relationship with the business.
Performance Management is really important but no amount of process will make the right conversations happen. Managers need to be equipped to have great conversations with people. These role-plays present a scenario that managers need to be able to handle.