Friday, 19 August 2011 11:04
Elite teams are elite for specific purposes.
For business teams, elite is often tied into the values of the company, the ability to live these values and frequently deliver results that are generally considered exceptional or extremely rare. Elite teams harbour extraordinary talent and are composed of elite individuals.
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Elite Teams in your Organisation
The art and science of CEO selection
Thursday, 28 July 2011 14:32
Leadership is an organisational oddity and it often seems that the only real qualification needed is to be touched on the shoulder by someone with enough power to award the position. It often gets repeated that the only part of the CV that counts when you are looking to replace the most senior person in a large listed organisation is that he or she should have been head of a smaller organisation. CEOs become CEOs.
Stuck on the escalator
Wednesday, 20 July 2011 10:50
James Ashton writes from Lefkas.
In some of our group coaching work we use a YouTube clip Stuck on an Escalator It offers a well acted take home truth that most people feel touched by in some way.
The people on the escalator are stuck waiting for the machine to take them to their destination and they’ve lost control over their own journeys. Their acceptance of the breakdown is so determined (determined to be stuck) that they don’t even begin to look for alternatives. Of course it’s an extreme dramatisation. Or not.
Work complexity – decompressing organisational leadership
Thursday, 23 June 2011 18:45
James Ashton and Claire Myhill write…
Stratified Systems Theory (SST) was initially developed by Elliot Jaques in several works including “The Requisite Organisation” ( 2Ed 1996) we refer more commonly in our work to SST as ‘levels of complexity’. Organisations are layered in terms of the complexity of the work done in them and the facts are firstly that people are capable (because of their own abilities) of operating more effectively at certain levels of complexity than at others, secondly that different job roles require people to operate at different levels of complexity in order to achieve results.
Leader development that gives big ROI
Monday, 30 May 2011 19:48
The central message of this article is that companies have a right to expect delivery and results from leadership development. Leadership development needs to give a measurable return on investment and the article describes a managed leader development programme that makes substantial difference and moves well beyond event management.
Organisations spend massive amounts of money investing in future leadership. All sorts of processes from training, coaching, performance appraisals, succession planning, retention activation, recruiting, graduate selection, remuneration and more indirectly best employer competitions and other employee-branding strategies are aimed at identifying, fitting and keeping appropriate leadership skills. But with what return?
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