As a leader in an organisation, you’re in the difficult position of having to influence in many directions.  Of course, you need to know how to influence the people you manage but you also need to influence your peers, your bosses, clients and others outside the organisation. Your effectiveness at influencing others depends on the

On several occasions recently clients have asked me to help resolve conflict between two employees. I have my own model for developing relationships in the workplace (PARTNER) which you can learn more about here. But another valuable resource is the Handbook of Solution-Focused Conflict Management by Frederike Bannink which Hogrefe published in 2010 (ISBN:  978-0-88937-384-6)

How to review performance is a challenge faced by most leaders. This week I have been busy coaching senior leaders and also launching a new programme to help managers have more effective performance conversations. The thing that struck me was that leaders are very harsh when they review their performance.  That’s fine if it helps them improve.

A few weeks ago I wrote a blog post on the Seven Steps to Effective Partnership Working. In it I shared the PARTNER model I developed to strengthen working relationships between individuals, teams, departments and organisations. Today I thought I’d share how I used the model in a “Partnership Working” workshop and the tools and

One of the most important responsibilities of any business leader is performance management.  In other words to manage and develop the performance of their people. Performance management is the means by which the work individuals do every day contributes to the larger goals and core values of the organisation. Managing performance is vital to the health