I don't have time to coach people... It's easier if I tell them what to do... It's quicker if I do it myself... You can't coach people who don't know what they don't know... If I don't provide the answers they will think I don't know... It's my job to solve problems...
Do I need a coach? It’s a question that you may have asked yourself from time to time. Elite athletes have them. Successful business leaders have them. Famous personalities have them. So too can you!
Why is it that some teams consistently produce superior results while others struggle to make the cut?
How do we keep our top performers from leaving? We can't compete with the salaries being offered by some of the MNCs and startups!!! This is a problem that a couple of young leaders recently shared with me, and it's one that I've heard quite a few times before.
The transition from an individual contributor to a manager is one of the biggest challenges most leaders will face in their career... It's a challenge that will result in a 30 - 50 per cent drop in performance by 50 - 70 per cent of new managers. Why does this happen and what can organisations do about it?
Whether you like it or not, we have all been guilty of bias at some point in time. We have all behaved a certain way, made decisions or passed judgement that was influenced heavily by bias.
The war on talent still rages. Adapt and evolve is the name of the game in these volatile, uncertain, complex and ambiguous times, and it’s the depth of an organisation’s leadership pipeline that will determine whether they survive or thrive.