We have spent eighteen months creating the Exigence brand. We had the help of many fantastic and experienced professionals in building something that I am incredibly proud of and that resonates with our team and customers.
We’ve found a missing link in the change chain.
Organisations are constantly in motion. Expanding and shrinking.
Important questions that will serve your ‘return to work’ considerations well.
As many businesses continue to wrestle with the “if “and/or “how” of whether employees should head back to working on-site, there seems to be an opportunity here for those same organisations to consider their role on a societal scale. Since early Summer 2020, we have been challenging individual leaders and their organisations, to consider some significant topics, two of which seem especially relevant now as so many organisations of all sizes, wrestle with future ways of working. Q1: What is the meaning of work? The answers to this seemingly abstract question depends to some extent on who you ask.
We all know leaders whose thinking is constrained by their past experiences and their existing belief systems. They open problem-solving or decision-making dialogue around an issue and proceed to steer the solutions towards the one they have in mind.
Is it really fair to expect busy leaders to support the wellbeing of their team?
It makes sense that leaders and managers impact the productivity and engagement of those in their teams. Both negatively and positively.
Three approaches to developing organisation-wide sustainable productivity.
Whilst total production fell in the UK through 2020 due to the effects of the pandemic, average productivity increased marginally on hourly output measures, according to the Office for National Statistics (ONS) Perhaps neither of these figures are wholly surprising, given the vastly different types of jobs done by people all across the UK. Retail and leisure for example suffered terribly.
How to create exceptional in-house group coaching Pt.3
Welcome to the third and final part in this mini-series on how HR, L&D and Talent colleagues can design and deliver your own in-house group coaching. In the first part we looked at how you can establish the business case with your internal stakeholders, for beginning to think about this as an intervention. We explored the real and tangible benefits to the organisation and to the individual leaders and their teams.
In-house Group Coaching Pt.2
In the first part of this three-part series, we established why you might want to design and facilitate Group Coaching inside your organisation. The business-case is well established that this approach has both direct, planned for advantages e.g.
How HR can help leaders. At scale.
In this first post of our three-part mini-series, we’ll look at the many good reasons why HR and L&D leaders should be considering setting up in-house Group Coaching for all people managers and those considered talent, not just under the current challenging circumstances but more generally too. In Part 2, we’ll outline when and for who, such an approach works really well.