There’s always an answer to impossible challenges
Big things are happening in the world (the pandemic) and it means that we’ve had to reinvent how we work. And many of the things we have done seemed impossible challenges just a few months ago. So what’s the lesson?
Re-engage your people back to a “new normal”
When your reality gets shaken to the point where everything “normal” does not exist any more, you’re forced into a different perspectiveSo how do you not fall into the trap of trying to go back to “normal” and instead evolve into something new, more agile, and future proof?
Recovering from COVID-19
No one is entirely sure how long we will be in the clutches of the virus. But life continues and lockdowns will be lifted. So how do we continue after the crisis subsides?
Dealing with redundancy
Three lessons to learn from the past to soften the blow of redundancy
Learn to use the power of resilience
With so much being studied and researched on burnout, it makes sense to look at ways and means to build and improve resilience.
How to bring back wholeness to work
When organisations enter the “teal stage of consciousness” the people experience a deep yearning for wholeness – to learn to be fully independent and true to ourselves. They search for wholeness.
How to stay mentally healthy in a time of social distancing
We are tribe animals, wired for connection, interaction and communication. When we’re close to, touched by and feel understood by another person our body releases oxytocin and makes us feel safe and loved.
Prospering teams: How your team can survive and flourish in difficult times
COVID-19 is making headlines across the globe. Social distancing has been imposed in countries around the world and employees are hunkering down to work from home. Many times with nothing more than a laptop they are trying to keep the ball rolling. How can team leaders and team members make the most out of these challenging times?
Listen to your future leaders
We often hear comments from aspiring leaders that when they ask for leadership development, those programmes are reserved for current leaders. Thinking about it, wouldn’t it be much more efficient and productive to give aspiring leaders a head-start by preparing them before they need to start?
Whose mind map are you using for setting your goals?
Set your goals! We come across a version of this request all the time. When you look back on the last decade, how successful do you feel it has been? Do you have an underlying feeling of success or that nagging voice that you have not lived up to your full potential?