Over recent years wellbeing has attracted increasing attention and investment. This has been driven by several factors including societal attention on mental health and the growing understanding that organisations have a duty to improve health and wellbeing, not just mitigate risks.
Simultaneously, trends such as an increasingly global and competitive market, ageing population and rapidly changing technology, provide great opportunities to the way we work, but also significant threats to our wellbeing.
There are no magic bullets when it comes to leadership development. While it is important to consider new literature, ideas and debate; we shouldn’t be so diverted by the latest leadership theory that we lose sight of the fundamentals of what is important to shape a good leader.
Every touchpoint in the customer experience shapes customer sentiment. With employees as a crucial touchpoint, having a workforce of brand ambassadors that delivers a consistently differentiated customer experience has never been more vital.
Since I last wrote about building an inclusive culture that drives innovation, I’ve frequently been asked about how leaders can contribute. One thing is for sure, without leaders’ buy-in, inclusiveness will never be truly embedded.
CEOs are essential for culture transformation, but not in the way you might think. With culture at the top of the agenda for many organisations, it’s important to understand what culture is, the role top leaders play and the best way to activate change.
To perform at their best, employees need to feel they belong. The concept of diversity and inclusion (D&I) has been around since the 60s and it’s excellent to see how it has matured. Some organisations are extending diversity beyond gender and culture into ways of thinking, risk profiles and leadership styles.