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There is no doubt 2020 is a different year, whether it be fires, floods, competition, staff attendance or Covid19. As leaders, we need to manage and lead through the crisis to drive success for ourselves, our people and our company. We often fall into the trap of jumping into action too quickly without taking a step back to think and assess what is happening and the impact it can have on us. To successfully lead out of the crisis, we need to stop our minds from immediate ac

There is no doubt we are all being impacted by the global Coronavirus pandemic. Despite the trying times, companies must ensure they do not fall into the same trap as they did with the Global Financial Crisis and not invest in their people and businesses. As many companies learnt from other global disasters, now is the perfect opportunity to be one step ahead of your competition and invest in the development, empowerment, upskilling of your people, whilst finessing your str

Encourage multilateral communications and dialogue - among peers and between employees and leaders — encouraging employees’ sense of voice, position, significance and purpose. Establish strong company values - that employees can understand and know how to practice—increasing their sense of belonging, purpose and security. Set challenging but achievable goals - to increase employees’ sense of challenge, learning and autonomy. Shift the focus from hierarchy to community -

Companies are grappling with change more than ever before: a complex web of political, socio-economic, technology, legal & regulatory and environment factors along with the global impact of the Coronavirus are now combining to rapidly disrupt the business landscape. No longer can businesses be sure of their future security or who their competitors will be or where the next threats and opportunities will come from. This unprecedented level of disruption will polarise busines

Leading global industry analyst Gartner Inc. aptly describes digitalisation as ‘the use of digital technologies to change a business model and provide new revenue and value-producing opportunities’. Leading organisations continuously examine the nature of next-generation digital skills and consider the profound rewards available to those who upskill their workforces. The success of any business is built on the back of sound business policies and active talent management and

Organisations continue to invest heavily in the development of their workforce but have they got it right, enabling growth and opportunity leading to profit growth. In order to maximise opportunities, companies need to invest in the soft skills of leadership – the most critical being that of creating the right work environment for their people. Where employees feel a sense of safety and security created by their leader, there is an increased level of trust, co-operation and

Who should be driving the Strategic Direction of the business? This is a question many companies ask themselves when planning for the security of their future. Many companies use external consultants to assist in such activity and this has proven to be very successful for many of them. Developing the strategy is one thing but driving the strategy is completely different. The best strategy is worth little if it is not a living, breathing part of the business, being driven by

RdL would like to take this opportunity of thanking all their loyal clients, suppliers and graduates for their commitment over the past 12 months. We wish you all a very Merry Christmas and a prosperous and exciting 2020.

1 on 1’s are not about performance and project updates, they have 3 key functions; Provide feedback – get the right balance between praise and constructive feedback. Provide coaching - this helps the person grow as a leader and to build their career within the company. Build rapport – this comes down to taking time out to listen, build trust and earn respect from all of your people

Performance reviews have traditionally been a once a year or if lucky, a twice a year event that assisted in determining the employees annual pay rise, where applicable. This process has always been seen as being highly formal and scared both the employee and manager. This old style of managing performance was more of a bottleneck for growth rather than an enabler. With the ever increasing demand for autonomous roles within company’s, this old style of managing a person’s p

Organisations now have a deluge of information available at their fingertips, including customer information, employee and customer demographics, sales volumes, and performance and KPI’s results. With this data we have all the makings of solid fact based decisions with a high likelihood of making the right decision – right? We must be careful we do not fall into a state of “Paralysis by Analysis” with all the data we have. We must never underestimate the value and importanc

You may recall in one of our previous newsletters we introduced you to the term of Gamification. Gamification will continue to be a very strong focus in 2020. We need to make assessment, education, reviews and improving standards an activity that is fun and fulfilling, not just for the employee but also delivers great results for the company. Many old style company’s struggle with the Gamification principle and feel that making it fun will lessen the learning experience and