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Analytical Skills Vs Critical Thinking
Analytical skills and critical thinking are crucial to business performance - but research shows that they are often lacking. This gives you an opportunity to develop your managers and leaders.
Four opportunities to develop skills for the future
Primeast is delighted to be supporting WiN for the 6th year running. We are running 5 workshops during the virtual Nuclear Skills Festival. Find out about the workshops, access free resources and sign up to the Nuclear Skills Festival here.
Leading to Prime
Prime is the optimum area on an organisational lifecycle, where the organisation finally achieves a balance and healthy tension between control and agility. The context is always changing, Russell Evans describes the traits your leaders need to lead your organisation 'to Prime'.
Follow Simon Sinek: Find your Why and Unlock the Benefits of Value-Driven Leadership
What’s your why? Your values and purpose? Your story? Start your journey of self-discovery and you’ll connect more deeply, engage, and inspire.
Closing the Culture Gap
Leaders with high cultural intelligence learn which actions will and won't enhance effectiveness, developing CQ is critical to personal and organisational success. Particularly in a multi-cultural environment.
10 Critical Skills Needed for Developing Leaders
As well as the hard, technical skills necessary to lead with authority and knowledge, soft skills are crucial for leadership success.
A Human Enterprise
In his book ‘A Promised Land’ former US President Barack Obama describes that part of his intent in writing the book was to lift the veil on the role of The President and the government to show that they form a “human enterprise like any other”.
What will leadership look like in the future?
Traditionally, leaders have been extroverts. Of course there are many notable exceptions - is now the best time for introverted leaders? | Primeast
Behaviours to develop trust within remote teams
These tactics to extend the reach of your company culture describe behaviours which could develop and maintain trust at work, now that managers must lead remote and dispersed teams.
How to create an inclusive culture
Simon Tarver writes about his experiences of working with teams, the damaging notion of 'them and us' and the importance of a clear understanding of purpose and vision to mobilise, engage and unify teams
Defining culture and values as leaders
David Evans explores the roles of culture, values and purpose in leadership. We can develop the self-awareness and creative competencies to deliver the conditions in which everyone can do their best at work.
How to manage cultural alignment during M&As?
David Evans shares his experience of working with organisations during merger and acquisition to build cultural synergy across diverse structures, locations and teams
Line managers as champions of learning
How embedding a culture of learning in your organisation starts with line managers and ensures any investment in learning and development is sustained for long term behaviour change and improved performance
Managing change and disruption
Disruption can be a powerful force in shaping your business, but scenario planning allows you to intelligently manage this change.
Leading behavioural change
Understanding your own values and behaviour is an important first step in bringing about successful change within your organisation. How shared values and culture will unite teams in pursuit of the organisation's vision
The power of generative listening
The benefit of listening is something that every good leader will appreciate and understand. Generative listening could hold the key to a more productive future.
What the Tour de France can teach us about teamwork
Simon Tarver looks at the Tour de France to show two very different approaches to leading a team. And explores what's needed to avoid building a dysfunctional team.
Fighting, not conflict, is a sign of dysfunction
Conflict can be positive within a team. But if it turns to fighting it has massive ramifications for companies. If teams become dysfunctional and fighting takes root, productivity and innovation will take a nose dive.
Should you deliver L&D programmes globally?
Should you roll out learning development programmes (L&D) locally or globally? This is one of the main questions facing learning & development and HR professionals within global organisations.
Women in Leadership: Andrea Cartwright, Supergroup
Andrea shared with us her journey, the challenges she's encountered as a female leader, and her tips for those looking to get to the top.
Women in Leadership: Pauline Yau, Microsoft
Pauline shares her journey, experiences and challenges as a female leader in the Tech industry. And thoughts on the current environment for professional women.
Managing Ambivalent Team Relationships
An ambivalent relationship is classed as a relationship in which both positive and negative feelings are present, usually with tension and conflict. It's the classic love/hate situation that requires careful balance.
Nancy Mattenberger, Infor speaks to Sarah Cave
Congratulations to Nancy for being voted one of the Top 25 Women Leaders in IT Services 2020! In 2015 she shared with us her journey, the challenges she's encountered as a female leader, and her tips for those looking to get to the top.
Why You Need To Get Passionate At Work
Success and passion are intrinsically linked and at Primeast we always stress the importance of loving what you do. It's what gets you up in the morning, makes you strive for better and get back up when you're knocked down.
Millennials - success is changing, and rapidly
Following a challenge at a recent Talent Forum event, Clive Wilson shares his tips on attracting, engaging and retaining millenials. They can bring a renewed energy to your leadership and a breath of fresh air for your existing employees who might also welcome a more modern experience.
10 Principles to Drive Change in Organization Structure
Clive Wilson highlights 10 principles that can be used to support organisational change efficiently and effectively in an increasingly complex business environment.