So it is adios Jose Mourinho.
For many years, it’s been a popular pastime at the turn of the year to peer, short-sightedly, into the foggy far- and misty middle-distance to identify key trends.
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The financial giant Prudential has said it would extend its unconscious bias training from senior managers to all of its employees, after revealing that female staff earned salaries 29.7 per cent lower on average than men, with bonuses 75.6 per cent lower.
By law, all UK public bodies such as Councils or NHS Trusts - must comply with the Public Sector Equality Duty (PSED).
Once, when I was a child, my father explained to us that he’d been refused a job purely because of his ethnicity. He reported this without any animosity and only a hint of disappointment. Prejudice, discrimination, conscious and unconscious bias were merely accepted facts of life in those days.
Today, things may have changed – if only that these things are now overtly, and rightly, discouraged in our society.
It was in 1957, addressing the Australian Institute of Management, that Field Marshall Sir William Slim, then Governor General of Australia, remarked, “Leadership is of the spirit…its practice is an art. Management is of the mind… its practice is a science.
Success in today’s volatile, uncertain, complex, and ambiguous (VUCA) world, involves individuals and organisations coping with change. Those leading this change – and influencing others to achieve this change effectively – need high quality leadership skills.
Everyone faces problems. Even if we call them ‘opportunities’, they’re still problems. While humanity hasn’t yet found a satisfactory process which will solve all our problems, there are some problem-solving approaches and techniques that can prove effective – especially in a work context, notably with regard to three key issues for leaders: change, teambuilding and communication.