In Europe, there's a lot of valuable focus on "talent management". Yesterday I asked a client for his definition of talent management, and he said "hiring and developing the best people". He also told me that one of the big strategy consultancies had been making presentations in his organisation that talent management was the key, and with this, culture would take care of itself.
We’ve all been part of great teams and not-so-great teams. But have you ever stopped to think at what makes a team great or not? Here’s my take on it.
I’m fascinated by the behaviours of people. What we can learn from observing them–especially in organisations.
And so I found myself wondering, in the midst of one the most historic votes in Europe’s history: 'What if the EU were an organisation and Britain one of its business units? What advice would I be giving them?'
Are you one of those people who are reluctant to say “no”?
I was recently discussing with a friend some of the changes that we have both seen in the workplace in the last 20 years. One of them was the mobile phone. I can still remember when fixed lines were the only way to contact clients. And it was fairly easy: I never used to struggle to talk to my clients over the phone – I sometimes had to leave a message but they would call back or I would call them back later myself.
