Look Who’s Talking Too

We expect people to know how to communicate brilliantly. In fact, we take this skill so for granted that we don’t bother to teach so called “soft skills” at school, at university or even in most work-placed training environments.

If you have been on a training course that I have run, you will likely have heard me lament this fact.

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Leadership is wearing high heels shoes and stepping strong.

Do you classify jobs by gender? What is your first reaction when you learn that the General Manager of a Regional Marine department is a female? Continue reading “Leadership is wearing high heels shoes and stepping strong.”

The “H” Factor


The Journey of Digitalization

In the last six months, I have been involved in the journey of digitalization. I am very passionate about it as there is no limit to what can be achieved when a large group of professionals get together and commit themselves to do things that have not been done before in the shipping business.  However, this journey also brings an opportunity to start thinking about the role of humans in this process.

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An end to altruism

A colleague of mine recently shared an article by MindGenius titled “Poor Management Training is Holding Back the Economy”.

It focusses on the results of a survey carried out amongst senior decision makers working for small businesses in the UK and contains the usual plethora of damming statistics and hyperbole about the lack of management development available and the quality of that which is.

Of those surveyed 87% thought employers should be doing more to develop management and leadership skill, 91% thought schools and universities should do a better job preparing students for leadership roles and only 3% thought that UK companies had world leading managers.

Add to this the oft quoted $14 billion that our cousins in the US spend on leadership development each year and it’s a wonder anyone who works in L&D ever gets through a performance appraisal!

And yet, if you asked those same senior decision makers what were the most critical roles in their organisations, the ones absolutely vital to its success, what would they say – and could they support the statement with evidence?

My guess is they could not. In fact, I’d suggest that most organisations, large and small, are in a similar situation. Do they have an opinion? I’m sure they do. Do they have any data to support it? That remains to be seen.

So, to the 87% who think employers should be doing more to develop management and leadership skill, I commend your altruism. I also wonder if you invest money in an equally haphazard way when paying to develop other key resources and infrastructure.

We need to stop banging this particular drum and create a more focussed approach to development – and that approach starts not with the people but the organisation.

Learning leaders everywhere need to help their organisations be more measured and strategic in their approach to development. Here are five steps to get you underway.

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Doubting yourself: Why actions not always lead you to results

You automatically push success away when you don’t believe in your capabilities and abilities. If your mind doubts your actions will not follow and you will not get the expected results, as simple as that. Continue reading “Doubting yourself: Why actions not always lead you to results”