Welcome to 2016 and to our monthly review of our favourite articles and posts from December, plus information about our new venue, in Bristol, launching in January.
Our NEW venue in Bristol – first date 13th January 2016
New for the 2016 schedule our Bristol training venue is nestled in a rural setting in the South Gloucestershire countryside. The Mercure Grange Hotel is a stunning 19th century Bath stone manor house, built in 1851, located amongst picturesque surroundings of 18 acres of landscaped gardens.
Our No. 1 ILM Level 3 course Leadership Skills Development is ran at Bristol, see here for dates and availability throughout 2016.
Courses can be taken stand alone or as part of the Internationally recognised ILM award. Read more
The 3 things that separate a leader from a manager
A lot of people use the word “manager” as a part of their job title or description, but “leaders” don’t get that label simply by being appointed to a post.
Leadership is earned, and is hard-won, by the folks who prioritize and understand the traits and qualities that come with the unofficial title.
Did you ever wonder what separates the leaders from the managers? Read more
3 Common Myths about Heart-Centered Leaders
Students sharehow they felt about heart-centered leadership as they pursue their careers as business leaders. They voiced some valid concerns regarding their perception of a leader who genuinely cares about their employees and customers.
Four out of five managers are not good enough
THE low productivity of British workers has several possible culprits. Inefficient family-run companies are sometimes blamed, as are poor workforce skills. But whereas these problems are well documented, another factor is glossed over: the mediocre performance of British managers. John van Reenen, director of the Centre for Economic Performance at the London School of Economics, argues that the standard of British management is “significantly below” that in leading countries. Read more
Sometimes, it’s easy to underestimate just how much training yields return on investment.
Consider an employee who is going to work 2000 hours for you this year. It’s not unusual for an organization to spend only 10 or 20 hours training this person–which means about 1% of their annual workload.
How much training would it take for this person to be 10% better at her job? If you invest 100 hours (!) it’ll pay for itself in just six months. There aren’t many investments an organization can make that double in value in a year.