Governance

Think how many unnecessary conflicts would be avoided if we could ask one simple question: “Do you want a solution or do you want to be heard?”. or simply start with the assumption that a hearing is wanted. You will be notified when solutions are needed. Very often, however, we do not do this and […]

In one training session, a participant said the golden words: “Be specific in what you give out and fully open to what you receive.” He meant verbal communication and the ability to share information, but I’ll extend this to expressing emotions, using the example below. A leader’s clarity in his messages may be very precise,

Many organisations measure the frequency of praise in employee satisfaction surveys. Most often the question is “My manager praised me in the last 7 days.” I know a manager who keeps an Excel spreadsheet of when he praised someone, while proudly talking about the success of his recognition. It shows how silly the measurement of

It is surprising how few managers have regular one-to-one (1-1) conversations with their team members. I don’t call it a 1-1 conversation when you sit in the same room with an employee and “talk every day anyway” or call to talk about a specific job. Nor do I have in mind an annual review or

I don’t think people can be motivated. However, the possibility of motivation is one of the biggest misconceptions among managers. External motivation is not in line with the nature of the human being, it will always lead to greater conflict with oneself, falling commitment, labour shortages in the market, because this model no longer works,

I have long since promised several clients to write about the 7 steps of engagement. This is not only about the managers, but also about those who are being managed and who expect more involvement or the other way round – the manager deciding things for himself (for example, one client said of a very

We want to belong, to be noticed, to be loved. We like to be with people who are happy. That’s why we try to be happy ourselves, so that others want to be part of our lives, and thus satisfy our need to belong. This will, however, creates a false sense of joy, where everything

When I work with managers, I occasionally ask them what they consider to be team No 1 and team No 2. Most of the time, I get the answer that team number 1 is the team of their subordinates. When you are the number 1 team leader, and your subordinates are your team, you will

Leadership is about creating a space where people can grow. And growth is development, not growth in the business sense. By space, I do not only mean physical space, which is undoubtedly important, but above all spiritual space. It makes no difference whether a person’s main tool is their body (e.g. working with their hands)

By making all managers’ employment contracts permanent, we will create a more cohesive society through greater mobility of managers, I write in an article sent to the Edukas Eesti competition. To paraphrase Albert Einstein, to continue to run organisations in the way they have been run for the last couple of hundred years and hope