Purpose = “an aspirational reason for being which inspires and provides a call to action for an organisation and its partners and stakeholders and provides benefit to local and global society” This week we added our purpose statement to our website.
Culture. What does it mean? Why do some companies ‘have it’ and others don’t? Read more
Does anyone actually find these so-called “motivational pictures”, well, motivational?
Last week I mentioned Dan Pink (and what motivates us) and then I wondered where you can find great examples of businesses like this. A good a place as any to start was job website Glassdoor’s award for the 50 UK Best Places to Work in 2018. Read more
“We want to change but the culture here is just too deeply embedded”.
A more traditional approach to tackling the problem of change within an organisation could be some encouraging words from senior management, a selection of PowerPoint slides detailing the company’s new Aims & Objectives or a departmental team building session… which we all know, rarely has any lasting impact. Read more
An abundance of new research has been undertaken looking into the benefits of neuroscience upon leadership training. AGES Neuroleadership is one technique that suggests science can make leadership stick.
How? Neuroscientists know how the brain works. Grey’s Anatomy’s McDreamy proves this. Leaders know how businesses work. But how can learning stay constant? Let’s become surgeons of business. And let Davis’ AGES model take us there. Read more
New Additions to the Games Without Frontiers Team
Arguably the most important thing anyone can bring to a start-up organisation is a can-do and positive attitude. Have a look at Wally Kozak’s Eagles and Ducks here (thank you ESpark Edinburgh for sharing) for some light relief on a serious point. I love it.
With economic uncertainty hitting donations. Government and council grants being cut. Charities are finding it harder to compete. How do charities thrive?
To achieve a greater reward, greater risk has to be undertaken. Do existing management teams have the commercial awareness? Do they have the right experience and skill-set to mitigate these risks? Read more
Loic le Meur, interviewed by Richard Branson
Don’t forget to be extraordinary. Loic says so.
It’s a tough ordeal, to be a leader. There are expectations, prying eyes and an assumption that deliverables should be set and met. Read more
We live in an extraordinary age. Ever since the dawn of mathematics our world has sought to become ever more engineered. In this process we have accepted the need to collect more and more data. Data used to be kept in nice little packets however security specialists the world over have identified that users data is now stored asymmetrically on and off site and, indeed, listened to by Big Brother. Read more