29 articles
More than anything, great leaders believe in their people and their potential to advance. When leadership is examined, it becomes ever more apparent that it's about the impact those in a leadership position have on their people.
Following on from our previous blog about the difference between business and sport, its time to look at two levers you have to pull if you want to build a high-performance culture.
We are often asked about the similarities and differences between business and sport. For those of you who are interested, heres what weve found.
At Vantaset, we believe a persons success is governed by what they contribute, not what they gain. When viewed this way, it becomes increasingly obvious that the more a person contributes, the more successful they will be.
Leadership isnt a perk for those who stick around. Its to enable those weve been entrusted to lead to deliver the outcomes the organisation requires from their role.
Building a high performance culture is rated a priority for an increasing number of the worlds best businesses.
Given business performance is a consequence of human performance, knowing how to improve the performance of your people is critical. To help you improve the results your team delivers, here are the 5 most important things you need to get right.
Having examined high level performance for over 20 years, the most notable difference between sport and business is that sports teams understand their results will be governed by who they put on the park and how well they play on the day.
As 2015 draws to a close, its a good time to assess our relevance. As we know, there are challenges on the horizon – none of which we are entirely immune from.
As the fall-out from the atrocities in Paris continue, knowing what we stand for as a nation has suddenly become ever more important. No so long ago, we were proud of Fonterra and its performance on the global stage.
As cost pressures build, as they are in a number of sectors, the need for people to prove themselves to those above is taking precedence over a commitment to add value to the intended cause.
Organisational Culture can be described as ‘the inherent ideas, beliefs and values held within an organisation.