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Performance Conversations

In the past year I have done quite a few training sessions on performance management. The sessions confirmed my suspicion that the Australian working culture is abysmal at performance feedback. Contrary to the popular stereotype of blunt, frank and open communication, in our workplaces we are, in the main, unassertive, indirect, ironic, passive and excessively accommodating. With some rare exceptions – the people who
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Performance Conversations

In the past year I have done quite a few training sessions on performance management. The sessions confirmed my suspicion that the Australian working culture is abysmal at performance feedback. Contrary to the popular stereotype of blunt, frank and open communication, in our workplaces we are, in the main, unassertive, indirect, ironic, passive and excessively accommodating. With some rare exceptions – the people who
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Dead or Alive?

Don Watson called them ‘weasel words’. We use them everyday to impress, fit in, bamboozle, or show how damn clever we are. They’re inescapable; but are they inevitable? Are you willing to let go of your ‘capabilities’ and your ‘empowered workforce’; your ‘stakeholders’ and your ‘benchmarks’? Probably not. And why should you? They serve a purpose – to help you communicate with people like you. But what about when you
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Get out of the box, get out of the office

People talk a lot in the business world about ‘getting out of the box’ to solve problems creatively or see things from a different perspective. There are big advantages in getting out of the box, especially if it leads to new ways of doing business. But what does ‘out of the box’ really mean to the decision makers who use the term and initiate ways to make it happen? Attempts to think ‘out of the box’ often take plac
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Longer Workshops

1. Leadership in tough times This workshop may be three to eight days, depending on the topics selected. Themes include: Generating collaboration – facilitation skills for leadership Listening for leadership Improvisation – creativity, spontaneity and strategy Doing change Harnessing difference – conflict and diversity 2. Leading groups – basic facilitation skills Things every senior manager needs to know Is yo
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