If you want to learn how to lead teams, study leadership.
But if you want to learn how to lead projects, ideas and innovation, you need to study Expertship
Kim Johnson
Head of Organisation Development - Pacific
Aon
Since 2000, we've used one-on-one coaching to push executives to commercial and organisational success.
We have a proven track record with focused organisational development interventions: capability frameworks, scenario planning and strategy.
Barbara Miller
Director
People and Culture
Central Queensland University (CQU)
Our small group coaching process is the more effective way to develop frontline leaders.
It's short, sharp and effective development for busy, practical people.
Sally Sharman
Learning and Development Manager
DuluxGroup
Four tips for hiring, developing, motivating and retaining individual contributors and other subject matter experts.
Three years ago, we (Dominic Johnson and Alistair Gordon) started writing a new book. Simple, we said. It’ll take a year at most. Out in 2018 latest! Such optimism.
Experts are broadly good with stakeholders, but tend to come unstuck in three common ways. Here's three questions to ask to help your team get unstuck
2020 has proved one thing – leading virtually isn’t the same as leading a collocated team. New stuff is needed. New thinking, new techniques, new levels of awareness, and new communication styles. Reading a couple of articles on Google doesn’t cut it. To be the best virtual leaders they can be, your leaders need to understand the five competencies that will make them an effect virtual leader. And assess themselves against them.
It is a common belief among L&D professionals – those at HFL included – that ‘live’, face-to-face training is superior in learning outcomes to virtual delivery. In particular, we have believed that the vast majority of participants preferred face-to-face training. What if this wasn’t actually true?
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