Change is hard but there are levers that can make it easier. Using a network of the right people to act as your change agents is one of those levers. I am a huge believer in getting employees to drive change, but the design is key as Change Agent networks are often implemented badly. Here is the usual chain of events.
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In part 2 with Martin Barner (Head People & Organization Global Product Development, Sandoz at Novartis), we look at how the movement to a more remote way of working will impact how...
Fancy explaining to your Board, shareholders and the City how you managed to waste over £100m and years of time and effort for nothing? It won’t be you, right? That’s...
Looking beyond stress, burnout, and scapegoating theories: What is really going on?
This good piece from ...
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The BTN is delighted to partner again with UKG, an HR workforce management solutions provider, around the topic of 'Future-proofing your employee experience through linking it to your business str
It is no secret that large, complex and global organisations are facing issues with engaging their employees.
While I was attending a Leadership Retreat (CTI) last week, we were asked to identify what we need to let go of, in order to become a better leader. For me, it was “letting go of the idea that people are idiots”. Of course, I don’t mean you, dear reader, it’s everyone else.
On October 11/12th, The BTN is hosting a conference on Excellence in Leadership: Becoming a High-Performance Organisation.
Adi will be talking on Thursday 11th at 2:15pm-3:00pm on the topic 'I can't wait for my boss to become a robot! Intelligent Boss Vs. Artificial Intelligent Boss'.
In a Utopian workplace environment, every employee would arrive with a smile on their face, diligently work on projects about which they are passionate, interact with and assist their colleagues, have a great relationship with their boss, and when the going gets tough they would roll up their sleeves and pitch in without a second thought.
What if we’ve got it all wrong? What if in fact it’s not HR that needs to be disrupted, but leadership?
Many of the management tips we will be building up in this series could apply to any executive taking up a senior job in a new organisation. But the role of the CISO is particularly sensitive in many aspects and has its own dynamics. It is often poorly understood by management and still seen by some as a necessary evil, or as an imposition by auditors or regulators.
As a follow-up from my last article - where I shared thoughts on one of the key differentiators for the businesses of tomorrow being the ability for people to make data-driven decisions within an environment of emerging, fast-paced transformation - this month I dig a little deeper into how sensing your market and making sense of your data are crucial in remaining a competitive and viable business, enabling you to continuously change faster than the competition.
Part 1 — Who is control?
In business and particularly in HR we talk about ‘fit’. The right fit for the role, team fit, cultural fit, it’s all about fit and often as people we expect to fit in or try our best to so that we feel a sense of belonging.
Brené Brown talks repeatedly and more so in her latest book Braving The Wilderness about the differences between belonging and fitting in, and that if we ‘fit’ we lose some of our self, some of our authenticity, because to fit, we have to change who we are at the core.