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Are You an ‘IN’ or ‘OUT’ Leader?
Leadership is both 'IN' and 'OUT'. A motivational leader not only guides people in the organisation but also take care and inspire the individuals who indirectly influence the growth factor of the organisation from outside.

Culture Fit
What is Culture Fit? Well the first place you are likely to hear about Culture Fit is when you are recruiting for new staff or being recruited yourself. For instance, Culture Fit Interviews differ from Behavioural Interviews, in that the Behavioural Interview attempts to find out about the candidate’s behaviour, skills, knowledge and experience. Culture Fit Interviews generally do not try to determine the individual’s capability, but rather considers the candidate’s ‘cultural fit’ with the organisation, their values and motivators.
Why is there a growing interest in managerial and executive onboarding?
Research shows up to 40 per cent of promoted leaders fall short of expectations in the first eighteen months and the figure is higher for newcomers to the organisation. There is a growing awareness that the cost of failure is too great to leave successful transitions 
to chance. Executive onboarding programs improve retention and reduce the risk by providing a formal process beyond orientation, giving new leaders the best start possible.
Is marketing about getting organised?
Whenever I recruit for a new member of the team, I usually don’t ask for someone with marketing experience, but more for someone who is organised and has good admin skills.

Corporate Connectivity – A Social Networking Revolution
An interview with Jeff Schick, VP Social Computing Software, IBM Corp.
BE A MAESTRO OF CORPORATE POLITICS
Learn the skill of handling the corporate politics in your company. Those executives, whose power is supposedly unquestioned, would be wise not to believe it. Those of their subordinates, who believe they have no power, would be wise to read on.

BE A MAESTRO OF CORPORATE POLITICS
Learn the skill of handling the corporate politics in your company. Those executives, whose power is supposedly unquestioned, would be wise not to believe it. Those of their subordinates, who believe they have no power, would be wise to read on.

How to Use HR Metrics Effectively
This brief article on organisational metrics provides 10 tips on leveraging metrics to best effect within organisations

Other organisation Related Articles

How Leaders Improve Performance
To improve business performance, leaders need to pay attention to both developing their leadership skills and developing the organisation. This article explores how these are inter-related and provides an integral understanding of what affects the performance of an organisation. Questions are provided to help illuminate the readers capability as they explore the 4 quadrants of the leadership and organisational development landscape, together with an excerise to help develop their awareness and skill.
Are you an emotionally intelligent leader?
Every organisation needs a leader. In fact, every individual within an organisation at some stage will be called upon to display leadership qualities. It is not the exclusive domain of the Chief Executive Officer. It begs the question what qualities make for a good leader? According to Kouzes and Posner authors of the widely acclaimed "The Leadership Challenge" there are five practices of exemplary leadership.

Why External Diagonal Career Moves are Rare
An external diagonal career move occurs when someone moves into a more senior or broader role in a different organisation in either the same or a different industry. For example, if a Marketing Manager in an organisation moves to become a General Manager or Chief Operating Officer or CEO in a different organisation, I call this a diagonal move. They are rare. Most of the time people move either vertically or horizontally.
Sales is a team effort
Sales numbers and sales processes should be understood and owned by everybody in your organisation. In today’s world if you are not directly in sales you are supporting someone who is. This is why sales really is a team effort. Rather than being just about a feel good factor and great staff alignment, this has practical applications as well. For instance with the ability for customers (or anyone) to find and connect with anyone in your organisation through many difference channels (i.e. social networks, Google, etc.) the whole business needs to be sales fit.
Creating an effective sales performance management system
Following on from last week’s article about managing and measuring the right things in sales, I thought it would be worth looking at some of the key principles for effective sales performance management systems. The first place to start is to align your sales performance management system and subsequent key measures to your organisation’s strategy and goals. It’s then the job of the CEO and the Sales Leader to ensure the organisation (that means everyone else who supports the sales effort) is aligned to the sales performance management system. When this dimension is in place the organisation is best placed to sustain high sales performance.
Are You an ‘IN’ or ‘OUT’ Leader?
Leadership is both 'IN' and 'OUT'. A motivational leader not only guides people in the organisation but also take care and inspire the individuals who indirectly influence the growth factor of the organisation from outside.

Return on Investment
How do we measure return on investment for people at any level in any organisation? I think that it comes down to the question of “What value does this person add?” With established operations, when I am looking at the organisation structure, I have one request that invariably causes problems. It’s a simple: “Please tell me exactly what the people answering to you do; and then tell me what you do that justifies your position.”

Moving to a 'consequential corporate culture'
In any organisation it is the behaviour of its’ people that lead to success, mediocrity or failure. Behaviours stem from a set of values that the organisation must understand and that leadership must role model. Behaviours must also have consequences for the values to have any credibility; an up side for good behaviour in terms of recognition and reward and a downside for poor behaviour in terms of challenge, coaching, training and development and perhaps even having to leave the organisation. In the article we provide 10 areas that you must focus on to embed values and the right behaviours in your business.
The Value Spectrum of Performance Management
The ‘Value Spectrum' is a term we use to describe how Managers and Executives should be positioning performance goals so that their employees can significantly improve organisation performance. The ‘Value Spectrum' is part of what an employee does that adds significant value to the organisation as opposed to doing things that need to be completed as part of their core duties. Core duties relate more to the position or job description document i.e. tasks the employee already executes to a high standard but which don't help transform the organisation as a whole.

9 Steps to Improve Performance
Sooner or later almost every leader faces the issue of a declining organisation. Things that once worked seem to be less effective and, invariably, the task of achieving desired performance becomes increasingly more difficult. Failure to satisfactorily address this issue leads to declining revenues and/or increased costs and/or reduced profits. Unless corrected this problem of a declining organisation can prove very career limiting for those involved.
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