Other Articles:

• Fishing for Business: This examines the reasons why communications fails so often and gives some useful tips how to avoid these costly mistakes.
• Experts and Questions: This one looks at both how we respond to receiving expert advice and the best way to use it. It also includes some good questions to be asking yourself now
• The Power of the Dark Side: examines the impact of the flipside of our strengths and how this can lead to ruin, plus some handy pointers at avoiding this trap.
• Coaching - what has it done for us?: A review of the benefits and reason for investing in executive coaching.
• Design to Innovate: An exploration of the impact Design can have on your business, even if you are a service company! Design is as much about how you see and value things as how they look.
• Gold Medal Performance: Sir Steve Redgrave, shares his recipe for success and goal setting
• Are you a 'Secret Survivor'?: are you thriving or just surviving? This looks at the role of the flight/fight mechanism has in our lives
• Why are you working so hard? Helps look at the real motivation behind your hard work and checks if you are on purpose
• Risky Business: an article on risk management, and some strategies to deal with this
• A Question of Questions: explores the importance of good questions and what they can teach us
• Are you dot competent? Looks at some of the lessons of the dot com boom

Testimonials: Only one other organisation I know could have designed and facilitated this so well ... and they no longer exist - Senior Cap Gemini Consultant
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What's New?
Article: Management and Change Management
Blog: We've been Trumped... or Brexit pt II

Society, community, family are all conserving institutions. They try to maintain stability, and to prevent, or at least to slow down, change. But the organization of the post-capitalist society of organizations is a destabilizer. Because its function is to put knowledge to work -- on tools, processes, and products; on work; on knowledge itself -- it must be organized for constant change. - Peter F. Drucker