The challenges that leaders face change over time therefore the capabilities of individual leaders must also evolve. As Roffey Park’s Management Agenda research has identified, organisations continue to report they do not have the breadth and depth of leadership capability that complex, competitive business environments require. Whilst the majority of managers rate leadership skills of…
While I was reading the news, I came across a classic example of lack of compassion in an organisation. An employee, Toner, needed to take his terminally ill grandmother to hospital for a medical test and there was no one else in his family to do it. Toner was told by his boss that he…
Storytelling is receiving increasing attention in the management literature as a powerful tool for addressing many of today’s key leadership challenges, including articulating a clear vision and strategy, engaging employees, generating commitment to change and establishing trust in leaders. In this report we draw on existing literature and semi-structured interviews with senior leaders to examine…
For any executive coaches of C-suite managers, the findings of the Odgers-Berndston Lonely at the Top survey of FTSE 350 top executives, published recently in The Times (30 November 2015) will come as no surprise. One of the stark findings of the survey was how these executives felt about the pace they were currently working…
Boundaries. One of the first words you hear in coach training, usually accompanied with an overlapping Venn diagram consisting of the practices of counselling, coaching and mentoring. Where does one stop and the other starts; how to avoid getting drawn into the client’s history (that’s counselling), or how never to give advice even if you…
There is no shortage of competency frameworks and theory that seek to describe what effective leadership is all about. Indeed the Centre for Leadership Studies at University of Exeter published a review in 2003 of 24 competency frameworks across the public and private sectors and seven schools of leadership theory and still found them wanting.…
Roffey Park has a range of resources on the topic of resilience including an online tool to measure your own resilience capability. Contact us to find out more
On 18 November the Royal School of Medicine, the Daedalus Trust and the British Psychological Society will meet with a collection of professionals to explore Hubris Syndrome, Stress and Leadership – the intoxication of power. I am lucky enough to be attending. Whilst the field to date is very interested in the effect on politicians and national leaders, there…
Management surveys contain a lot of data, some useful, some not. Much is dry, and relevant only to people who lead, manage or develop organisations – the wonks or nerds of my field (yes I can be a bit of a wonk, less a nerd. Unless we talk coffee, in which case….). Here at Roffey…
Any conversation around motivation and retention as it relates to financial rewards as incentive needs to consider a fundamental question: To what extent is the organisation interested in the evidence relating to the validity of incentives/rewards and performance? The research that exists on the relationship between performance and financial incentives reveals that, unless the employee…
When the clamour for change reaches fever pitch, as it is around the NHS at present, evidence based decision-making can fall by the wayside. For example, threatening Foundation Trusts and hospitals with the loss or reduction of their indemnity cover hits all the right notes if your approach to performance management is ‘carrot and stick’. The…
Last week the Beecroft report hit the headlines as the government’s plans to boost growth and productivity were made public. My colleague, Gary Miles, writes in People Management online today that ‘no fault dismissals’ lets poor management off the hook and would do little to stimulate growth. Underperformance is a real issue in organisations. Our own Management Agenda research…
