Team Management

High performance teams in organisations by Neil Crofts

In the world of elite professional sport athletes and teams look for every opportunity to improve physical and psychological performance. Not just for the athletes themselves but for management and operations support as well. Top Formula One teams and Pro Cycling teams expect back office staff and management to pay attention to: Sleep rest and recovery, nutrition, hydration, exercise and mindfulness. These teams provide psychological and physiological coaching and training to team members so that everyone can be at their most effective most of the time.

How to ensure that disagreements don’t lead to meltdown by Jonny McCormick

I’ve had the privilege of watching and working with many senior leadership teams over the years. One of the things that I find most interesting is watching to see what happens when there are disagreements in the team. In the worst scenarios decisions are overly personalised, arguments are one sided, and relationships are strained as a result. The best of these teams understand how to handle disagreements whilst strengthening relationships through the process of robust and respectful discussion.

How to create a clear people strategy & plan for action by Kirsty Brooks

Here at People Perform we understand that developing a clear people strategy for any business comes with its own unique complexity. 

Understanding business requirements, gaining buy-in from the board and senior leaders whilst delivering clear results through rigorous project management; all of this whilst balancing short-term delivery and results to keep the business owners and shareholders happy! 

Are You on the Hedonic Treadmill? by Roderic Yapp

One of the things that makes leadership such a tricky subject is that it is all about behaviour. It is about what you do every single day.

What you say matters but if it is undermined by your behaviour it becomes irrelevant.

This is why I am a strong believer in the concept of leadership by example.

It is the behaviour that is demonstrated by the leadership and the behaviour that they tolerate amongst their people that creates the organisation’s culture.

Cyber Security People – A Diverse Bunch of Behaviours! by Indy Dhami

Over the past 15 years of working in the cybersecurity industry I have been privileged to have worked with highly intelligent, experienced and articulate colleagues. My experiences in large scale transformation programmes, workshops, interviews, managing both project and operational teams encompass consulting and internal business roles. These experiences led to interactions with hundreds of individuals where I have become aware of some consistent and humorous behaviour types displayed. These include eight positive and negative types including:

Coexistence of Command, Control and Agile Leaders, bad for employees and business by Karen Walker

The existence of contrasting ways of managing people - agile and traditional top-down leadership - creates divergent experiences for employees, also sending mixed messages about what the organisation values. The case for all leaders becoming more agile in their thinking and actions ahead of changing structure in any part of an organisation, when introducing agile ways of working.

Data VS. Knowledge...A Talent Dilemma? by Jackson David

During a recent conversation with a family member about the data-age, she shared with me that she never thought there would be so much data at her fingertips -- anything and everything you could ever think of. We both agreed that no matter what “data” was available through online resources, friends, for example, nothing would take the place of experiencing first-hand what you just Googled.