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How to Say No (13 Jun 2006)
Rejection hurts. No one likes to give it or to receive it. We all wish we could live in a world where everyone said "yes." And yet sometimes you have to say "no."

Conflict at 36,000 ft (13 Jun 2006)
Communication is the key to resolving conflict. Here's why.

Check Your Communication Skills (13 Jun 2006)
Check you communication skills in these five areas.

6 Steps to Effective Communication (13 Jun 2006)
Effective leaders are known for being excellent communicators. Here's what to do.

Listening Strategically (13 Jun 2006)
Listen strategically, by gathering and processing information that helps you stay on top of issues that affect your organization.

Organisational Culture for Continuous Improvement (13 Jun 2006)
The UK's leading Business Organisational & Culutral Change and Continuous Improvement Consultants, Tim Franklin, and I have been working on his new book. But, do businesses undertand the journey to Continuous Improvement?

Personnel Access Poses a Continued Risk (13 Jun 2006)
A thoughtful attempt at drawing a correlation between an adequate personnel security program and due diligence in illustrating how vulnerable any business, organization or system actually is. It further illustrates how personnel with access pose the greatest risk by virtue of their knowledge and freedom of movement. Taken for granted is that group of personnel that fall in the category of service providers.

Managing People - Why Is It So Difficult? (13 Jun 2006)
When managers face a problem with one of their team they try to solve it logically and then they wonder why it all goes wrong.

Managing People - No One Shows You What To Do (13 Jun 2006)
It's often just taken for granted by senior managers in an organisation that managers will have the "natural" skills to motivate, coach, give feedback and get the best out of their people. Tiger Woods has the natural skill to play golf but he's been listening to trainers and coaches for years and he still does.

Managing People - No More Mr Tough Guy (13 Jun 2006)
Managers are misreading the signs sent by the media and our culture and it's creating difficulty for them. Some managers can adopt the tough guy approach very easily but most feel uneasy with it. The ones, who're uneasy, in an attempt not to be seen as weak, then manage their people in a way that makes them as a manager feel uncomfortable. This ultimately causes problems with their teams.

Motivation - It Starts with Acknowledgement (13 Jun 2006)
The people you manage need acknowledgement and spending quality time with them is the way to do it. Just to be clear - acknowledgement isn't just about praising people; it's about spending time, listening and speaking with them.

Difficult Staff - It Pays To Get To Know Them Better (13 Jun 2006)
We're not just talking about difficult members of your team; we're talking about all of them and how important it is to understand them as individuals. It's important because it's important to them.

Strategic Clarity for Communication Management (13 Jun 2006)
Make strategic clarity, an unambiguous statement of purpose, the first step in your communication management.

Using, Choosing, and Using an educational consultant (13 Jun 2006)
Getting the most out an educational consultant requires planning at all stages, says Terry Freedman, in this update of advice previously disseminated.

How to Deal With Salespeople (13 Jun 2006)
If you are an executive, you may sometimes feel like a open jelly sandwich at a picnic. Every crazy critter in the world wants to bite into your budget. Here's how to protect your time and preserve your sanity.

Business Innovation – Organizational Structure (13 Jun 2006)
Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.

Business Innovation – Core Competency and Competitive Advantage (13 Jun 2006)
A core competence is one which critically underpins the organisation's competitive advantage. Companies can differentiate themselves from their competitors with specific core competencies, but often not for long. The differentiation is difficult to sustain and can often be imitated by competitors.

Innovation Management – Eliciting Dominant Ideas (13 Jun 2006)
One of the most useful methods of generating ideas is to elicit the dominant ideas or assumptions of an endeavour. Each dominant idea in turn then acts as the root to a pathway from which other ideas can be elicited. This is akin to creating a custom framework for the task.

Business Innovation – Ignoring Content (13 Jun 2006)
A useful approach when generating ideas is simply to ignore content. Evaluating content is a hindrance rather than an enhancer. If the people who wrote Red Riding Hood had realised the number of interpretations and analysis it was going to receive, they may have given up on the project.

Business Innovation – Improvisation (13 Jun 2006)
One of the most valuable fields of experience and one that creativity and innovation leaders should engage in - especially business leaders - is improvisation. Many of the skills of improvisation apply directly to idea generation:

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