It’s not always easy to ask for help. In this short article, Alice Thynne shows how using the ideas from one of the WATCH & GO videos, she approached her mum-in-law for much needed assistance.
Don’t you hate it when someone cancels on you at the last minute? Only last week I had a meeting cancelled when I was two hours into my journey and only 30 miles from their door! Has anyone let you down recently?
A few weeks ago, I went out for lunch with my family. The pub was in the sleepy East Anglian countryside, the sun was shining, and the beer was cold. The menu was your typical pub-food fare, nothing special but we didn’t mind. There was very little that could ruin our get together. Then the food arrived.
Starting a new job is an opportunity for a fresh start. It's an opportunity to learn new things. It's also the perfect time to watch our video 'What To Say When You're New on the Job'.
Embarking on a job hunt is intimidating. But hiring a new team member is daunting too. When post-graduate Alice Thynne joined the Scott Bradbury team earlier this year, she experienced behaviour-based interviewing for the first time. In this short piece Alice reflects on what she learned.
Innovation and creative thinking. People development programmes often include modules on these topics. But even if your organisation proactively encourages people to generate new ideas, what sort of hearing do those ideas get? And how can we, as innovative thinkers, make sure our proposals are properly considered?
Experts are people with a special, superior skill or knowledge in a particular field. We need them. In all areas of life, and business, experts have a vital role to play. But when it comes to managing someone in your team who knows more than you do, it can be daunting. Whether he or she is a subject matter expert, or simply has much more relevant experience or know-how, managing ‘an expert’ can feel awkward. This short article explores how to get the best from people with greater knowledge or expertise.
‘We’re going through a lot of change at the moment’, is a common refrain. We hear it all the time. The pace of change might be faster nowadays, but organisational change has always been with us. In this short article we explore the problem of change paralysis, the energising potential of change and the importance of understanding how change is perceived.
Ever been asked to cover for a cheating colleague or dubious workplace activity? If the television cameras hadn’t picked up the ball tampering in Steve Smith’s Australian cricket team last month maybe we wouldn’t know about it. But others in the team apparently did. Imagine being in a close-knit team, working together towards an agreed goal, and then being asked by one of your teammates to cheat for them, for the ‘good’ of the team. How would you react?
We all need to be productive. We need to get things done efficiently. And often that means wanting to be left alone to focus on the task in hand. The last thing you need is repeated interruptions. The irrepressible colleague who wants to chat to you presents a tricky problem: how to stop the interruptions without causing offence?
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