It’s not enough to empower. Leaders must also equip.

While the skill of an effective “ask” is quite complex, and takes many years to master, one quick tip for busy leaders is to always consider the “T’s & C’s” of an “ask” before sending – or saying – it: Tone, Time, Context, and Clarity. And, yes, these apply to instructions or mandatory required activities as well; it’s always better when people participate by choice rather than on demand.

Most business leaders and managers prioritise other tasks over recruitment and talent selection rather than seeing it as a vital part of their jobs. In addition, many business leaders and managers do not have the skills required to ensure that the right people are found and placed in the right jobs.

How can you make sure your employees stay motivated and give their best effort day in and day out? Here are a few tips to try:

Are you building busyness, or are you building a business? And what about the people you pay to help you build the business? Is everyone in your business doing what they are supposed to be doing and how they're supposed to be doing it? If not, it might be because of:

As with every story, there is more than one side to the tale of the Comfort Zone.

The type and quality of employees can make or break any business. As business leaders we often make the mistake of thinking we can only get the right people if we offer the biggest salaries. While people do indeed want to be paid well, they also want a number of other things to make work worth their while. Firstly, your employees want to know what their specific roles are and what success looks like. It is your job as business leader to make sure that every person in your bu

It’s no use trying to hide or sugarcoat the hard effects of change; it might feel easier for you in the moment, but it creates distrust and false hope that you WILL have to deal with later. Rather be open and honest with everyone right from the start.

Only once we retrain ourselves and our workforces to become more comfortable with being uncomfortable will we be able to turn disruptive threats into opportunities for success. My advice for businesses is to train their employees in the skills needed to accept change quicker by understanding what the core purpose – not job description – of their roles are.

While traditional motivational activities work very well for creating shared intentions – usually based on hope, fear, or peer pressure – real change only happens through sustained and disciplined action. The missing link between intent and action for change is the skill to change one’s own behaviour. We often expect people to adapt to change – especially when we’re excited about a new opportunity – without ever teaching them how to change.