When thinking of the business need to deliver results I seem to be drawn toward the value of relationships. Being results driven (or outcome focused) can often seem like it would be to the detriment of people, relationships and their development. In his article – In Sports, Results Matter, But to Get Them, Ignore
The style and origin of this blog are a little different than previous, this one sees the stories of business inform sport which in turn frames some learning back. At Leading Edge we see the ability to ‘sense-make’ as a multiplier opportunity not to be missed. The skills and freedom to sense-make offers far reaching
One fundamental key to the ongoing success of a team can be value they hold for and interest they have in each other’s worlds (within and outside of work). For us, this interest in others wraps around our approach to being ‘highly effective team’ – we call it ‘Curiosity‘ Curiosity is such an important element
We recognise the need for teams to go on ‘the’ journey, not just be driven blindly or taken for the ride – and that journeys must have a clear beginning, middle and end (before moving onto the next adventure/business challenge). But how do leaders of teams engage teams to willingly go on a journey? First
Friday saw us bring together 40+ directors of Sport, Talent Development Managers and senior business leaders from retail, hospitality, food, utilities, automotive and pharmaceutical to explore #turnaround stories – the fourth event we’ve hosted in as series around #highperformance Our setting for this event was the Thomas Becket Catholic School, Northampton a #Turnaround story lead
Unconscious bias, and how it plays out in leadership, was a main theme of a pretty special 48 hours I spent with 14 Premiership Rugby Academy Managers recently. Leading Edge is working with England Rugby and Premiership Rugby on a development journey for these Academy Managers, and I’ve been privileged to support these guys for
This week’s blog is written from the perspective of being ‘managed’. What is it that employees desire from those that guide them? We’d all recognise the need for managers to flex in the manner and approach they take in transitioning through successful and challenging business periods. From motivating existing staff to welcoming new team
We’re delighted to share that Renee Bowman has joined the Leading Edge team, to lead our operation and continue to drive our business development activity at Director level Renee joins us from Sally Beauty, where she had been People & Operations Director UK & ROI (VP) for over 18 months, following a role as Divisional
One of our favourite concepts around change is Derek Sivers approach to ‘creating a movement’ His YouTube video has over 5.4 million views (pretty sure most of them we’ve generated through sharing this easy to understand video storyboard!) In case you’re not one of the 5.4 millions who’ve seen it, here’s the link The leadership
Why is it possible for some to see change as part of daily life, a thing that happens regardless of context? They step toward it expectantly. Whilst others stick hard and fast in the moment of now. Except that moment was actually two years ago and they are repeating the same melody. They are afraid
Being the ‘Sense Maker’ is an often overlooked skill for leaders. We’d describe it as being able to share information and clarity around the organisation in an engaging way with the teams within it… and similarly to represent the views, concerns, ambitions and focusses of the teams back to the wider organisation. At Leading
Failing is and will always be one of the greatest steps to learning (think of a child learning to walk as an example), but the caveat is ‘how you fail’…. and how you are supported or support others while experiencing ‘failure’. Leading Edge believe great leadership embraces ‘Fast Fail’ – both individually and encouraged in others. But
