Some of the worst decisions made by directors and managers in organisations are those that are made out of selfish interests. The seeming need for power, for being in control and for establishing a dynasty for oneself drives irresponsible behaviour – grabbing at sections of the budget allocated for other meaningful exploits, manipulating relationships to…
In a recent discussion with Nico Uys, subject-matter expert, consultant and biological distributor (gobiofarming@gmail.com), I learnt that soil health is foundational if great crops are to be realised. He explained that soil is not an inert, lifeless growing medium, which some modern farming tends to represent, but rather a living, dynamic and ever-changing complete environment….
Organisational change and growth is seldom produced by a once-off event – employees need time to acclimatise to new expectations and to digest new learning. Behaviour change requires a strategy of ongoing modelling of “the new way we do things around here” and consistent reflection on “why” we have embarked on this journey. In other…
“A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better” (Jim Rohn) Disinterested managers, disempowered environments and a lack of opportunity to apply new learnings are some of the most common mitigating factors that prevent training from…
