THOUGHT LEADERSHIP
INSIGHTS FROM THE LEADING EDGE
We combine our experience, understandings from our current projects and continuous learning from leading-edge research and thinkers to clarify new insights and ways of working that we can bring to clients and interested audiences.
Geraldine is a regular speaker and panel member, recently contributing twice to BBC Radio 4. She is a passionate and engaging storyteller who enjoys sharing her personal learnings and experiences in a provocative and fun way, including on subjects at the forefront of thinking on leadership, HR, resilience and wellbeing, and truthfulness in organisations.
If you are interested, we always welcome a conversation over a coffee (virtually too) to explore further.
Geraldine's most recent event, speaking at a www.peopledirector.org webinar exploring a new era of leadership, attended by around 50 HRDs.
Listen to Geraldine on BBC Radio 4's Analysis: .Is Talent A Thing?
When hiring people, is the concept of talent so ill-defined as to be useless? Margaret Heffernan thinks so and she explores some options for what to look for instead.
Our latest thinking...
What questions do leaders need to ask themselves in a new era of leadership following the Coronavirus pandemic?
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How are you adapting as an effective leader though the impact of Coronavirus?
What are you learning about your strengths and vulnerabilities?
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How are norms of behaviour changing in your organisation that should be encouraged and discouraged for the medium term?
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How can an HRD help their CEO to build proactive and lasting wellbeing beyond just saying"take care of yourself”?
We believe well being is impacted by both immediate context and systematic organisational challenges, and both need to be addressed in partnership. We have experience of this recently in two global organisations that have significantly shifted our understanding.
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Conversations now need to pivot to feelings and needs, which changes the current and future landscape on the pillars of employee engagement. People managers will need to refocus their attention and skillsets.
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The most important ingredient for the success of virtual teams is the leaders’ ability to build psychological safety, not to reshape work agendas. The order of these is key.