Unleashing the power of your people
By Ashley Callaghan, Director, ACT Ltd “Success is not final, failure is not fatal: it is the courage to continue that counts.” Winston Churchill With the release of The Darkest Hour and Gary Oldman’s Oscar-winning portrayal of Winston Churchill comes […]
Is the standard ‘engagement survey’ process a sign of an unhealthy employer/employee relationship? asks The Human Energy Organisation’s Penny Hunt. Endangered qualities in workplaces at the moment include enthusiasm and optimism. Misery, on the other hand is booming. If a […]
The dangers of blind optimism, by The Human Energy Organisation’s Penny Hunt We all prefer to be with positive people. Being with optimists is just more fun than being with Eeyores. But do things always work out for the better […]
The brain processes explicit knowledge – ‘knowing how’ – differently from the way it processes implicit knowledge – ‘knowing that’. This has significant implications for executive coaching, argue Dr Mark Powell and Jonathan Gifford A recent article in MIT News […]
By Penny Hunt, Partner, Human Energy Organisation What does your survey data tell you about the morale / mood / ‘tone’ within your business at the minute? Feel you’ve got a good grip on things? All tickety–boo? Conventional survey data […]
By Dr Mark Powell and Jonathan Gifford In the early 1900s, the US was swept up with a drive for improved ‘efficiency’ in every field of endeavour; a drive that was significant enough to earn its own title: the Efficiency […]
In another post, ‘Creating an Organisational Culture for the Age of Ideas’, we argued that the culture of many organisations is still unthinkingly based on the old industrial-era mindset of scientific management and command and control. We suggested that there […]
Many modern organisations are unthinkingly locked into an organisational culture that began with the Industrial Revolution in eighteenth-century Britain and was fully developed during the Second Industrial Revolution in the US. The great success of these revolutions – creating modern […]
If organisations didn’t have to cope with change, we wouldn’t need leadership – we could simply manage the existing, well-established processes, doing the same thing over and over again in a nice, comfortable way. But things do change, and organisations […]
You may remember (though you are probably too young) that Human Resource departments used to be called ‘Personnel’ departments, and their job was pretty much restricted to finding, training and retaining (and sometimes letting go) personnel – or ‘people’ as […]
