These are for managers who want to develop their people.
Children learn so fast. Here are some thoughts about how we can keep doing this. The implications for people and organisations are staggering.
This suggests several alternative ways to appraise staff and a process for managing this.
Genuine appreciation is a simple and powerful way to develop and motivate staff
This describes a very positive and energising way to manage change that starts from what is working well to help people build their future together.
Attention is wonderful to receive and rewarding to give, but there is not much of it around in our busy lives and work. This gives a few ideas about how to give and have more.
This article is about the power of being authentic and the impact we can have just by being ourselves.
This describes what we can do that will build relationships that work and what to avoid. These principles are universal and apply in and out of work.
How to build teamwork in an organisation within and between teams.
This design helped three interest groups in Education understand each other better and have an open discussion.
This answers some questions on managing change raised by a change manager.
This contains twenty simple things anyone can do to make work more enjoyable and more effective.
A brief note on the how and why of coaching.
This is a very simple, quick and effective way for people to help each other. It will improve effectiveness and morale and stop problems escalating.
This introduces people quickly to the practice of “coconsulting”. Two people take equal turns listening to and supporting each other. The introductory session can be both rewarding and great fun.
How to design and facilitate a rewarding conference
This conference used appreciative inquiry to help people develop their team working, learning and customer service. It was positive and successful.
Brief notes on how to cope with and manage change.
A small multidisciplinary group of managers learned counselling skills to help their subordinates develop and build their team. They also built their own team.
This gives some ideas on what makes an organisation creative and how personal and organisation development can help.
This describes the principles that lead to effective learning events such as away days or courses.
This gives some ideas on how to develop the older manager who may feel or be stuck in her/his career. It also discusses alternative career paths to the conventional “vertical” one.
This describes some of the features of an ideal culture to support development and some things you can do to create one.
A developmental meeting is a meeting to think about how to do things better. This describes how to run one effectively.
How to make decisions that balance effectiveness, ownership and efficiency.
Much of the work people do in organisations is unnecessary. This gives a few practical ways to reduce this waste.
Have you considered building teamwork between pairs of people or within systems? Both can produce good results.
People’s feelings can stop them from doing effective work. Sharing feelings effectively can transform blocked situations quickly and dramatically.
This guide describes simple practical activities, in bullet points, that managers can use to develop their people.
This guide describes simple practical activities that managers can use to help their teams develop.
This gives some simple ideas you can use straight away to make your regular meetings more effective.
This is a very simple way and effective way to generate good ideas. It works well in pairs or very small groups
These are the vital skills we all need to gain the co-operation of others in the long term.
This article describes the structure, process, planning, what happened and the outcomes of a development day for a large administration department.
There are five levels of communication that people use. We overuse being critical and judgemental and underuse sharing feelings. Sharing feelings helps us solve problems.