Leadership and Management

The shortest blog post you're ever likely to see but interesting all the same and it speaks for itself.

It’s Friday afternoon at the local and you’re enjoying some banter with your colleagues about who will get the team leader job now that your boss is leaving.

You’ve applied, as have two of your colleagues. Over the last two years these people have become friends more than colleagues and you all agree that you’ll fully support who-ever gets the job – may the best person win!
 

Managing clever people is a topic that leaders find to be inherently difficult (and sometimes frustrating) mainly because clever people possess the self-knowledge that they don’t really want to be managed.

They are highly talented individuals with skills and knowledge ‘passports’ that contribute largely to their company’s success [1]. Clever people want to be constantly stretched in their job role as their boredom threshold is extremely low – they thrive on autonomy and empowerment.

In this post we take a look at a few hints on how to get the most from your team and motivate them to be the best they can be. You just need your enthusiasm, commitment and a high degree of smart thinking and creativity.

The impact of a Manager on their team’s performance has always been significant – in challenging times it becomes critical to success or even survival.

Posted by Hugh Alford, TACK International, January 2012.

When planning for Survival and Success in 2012, it will depend partly on how you survived the first dip of recession. Now it's threatening to turn into a ‘double dip’ some further changes are needed. 

A number of key questions need to be included for this year’s plan. Yet how will you evaluate success and failure in 2012?

by Hugh Alford, TACK International 21 December 2011

Leaders have far less control over organisations than many people believe.

However they can be more effective if they understand some leadership illusions and use them to their company’s advantage - these crafts can be learnt.