According to a 2016 McKinsey survey, 86% of managers consider themselves to be inspiring and exemplary leaders. According to the same survey, 82% of employees do not consider themselves committed to the organisation. 90% of desired organisational changes fail because the culture of the organisation is not sufficiently taken into account. (McKinsey, 2014) In the […]
My experience of building dedicated teams Read More »
The role of a leader is something of which meetings are an essential part – organising them, chairing them, being in them. At a certain point, it becomes a manager’s identity and a competitive advantage – whoever has the most meetings and missed lunches at the end of the week wins. For Midsummer, the winner
The leader with the most meetings at the end of the week wins. Read More »
The eighth episode of the Talent Lab talks about growing up as a leader and the charms and challenges that come with it. The programme is hosted by Juta Palmeri from Fontes, and Ivar Raav from I.R. Consultations and Katriin Jüriska from Biotheka help to make sense of the topic. “I like the phrase ‘never
The charms and challenges of growing as a leader Read More »
Watch the Facebook live recording from the Brand Name You page, where we talked to Olesija and Evelin about personal branding as a manager and trainer.
Personal branding as a leader and trainer Read More »
Conversation with Veiko Valkiainen in the Pocket Voice “Management quality is a competitive advantage”. Consult here for my conversation with Veikko as well as other insightful and interesting discussions on leadership: The idea of the metaphor of the management footprint came to me from the concept of the ecological footprint and the whole climate theory,
As a leader, what kind of footprint are YOU leaving on your team? Read More »
Have you thought about your footprint as a leader? What is the emotion and the result that you leave your employees and your organisation from working with you? The question of leadership footprint can be formulated as a question about the purpose of the leader. The objective is generally considered to be the achievement of
A leader needs to focus on his or her legacy – the leadership footprint Read More »
To put it simply, a person is always in one of three zones: comfort, discomfort or panic. Development only happens when you are in a mildly uncomfortable ‘learning zone’. However, the size and boundaries of each employee’s (including the manager’s) zones is what makes the job of a manager exciting and passionate. Developing people seems
On development and the discomfort zone Read More »
