PurpleLine Consulting

A sign of the times perhaps.  Evidence from a study by Coventry University demonstrates that the recession is increasing the pressure on employees. 

In this article, the author demonstrates the benefits of saying no.  It made me think of a very successful former colleague, who stands out as someone who sets herself very clear goals and then focuses her gimlet like gaze on achieving them - and achieve them she does.

I read in my local paper of the decision by one of the councils in the area to make a huge cut in the training budget to contribute to balancing their budget and keep their council tax increase to a reasonable level.  This, at a time when councils are under pressure with increased demand for services and expectations of greater efficiency.  It seemed an easy, but short term solution to the financial pressures.

I love this article by Gill Corkindale from the Harvard Business Publishing site, which sets out the guiding principles that Happy a small IT company in the UK uses with its employees and customers.

This article: "Employees are our most valuable asset (snigger)" considers employees from an IT perspective. It starts with my favourite Dilbert cartoon – on the home page of my website – about employees being an organisation’s most valuable asset (actually, not…).

It was good to see Karren on the front page of the Times on 10 April. Unfortunately this time not for her inspirational leadership (see previous blog entry), but instead being arrested for alleged corruption as part of the City of London Police's ongoing investigation into corruption in football.

According to Karren Brady, Managing Director of Birmingham City Football Club (BCFC), “what makes a business great is the staff”. And she should know, as she has turned around the fortunes of the Club since her appointment in 1993 when she was just 23 years old.

In the final article of the Times ‘Career’ series on leadership styles, the benefits of using the most appropriate style for a given situation are highlighted – ‘much as professional golfers pick the right club for each shot they need to make’. The most effective leaders are able to draw on a variety of styles to suit the demands of a specific situation. Having said that, very few people will be able to flex their style easily across all 6, as between 2 to 4 is the normal range.