AN ANNIVERSARY
FOR THE FUTURE

Change has been a constant theme in my professional experiences. Initially, I thought I was solely working within Human Resources, dealing with talent and leadership development, and organizational development. However, the underlying element was always change. Even in my managerial roles, change management was a significant aspect. While this connection may appear clear retrospectively, it wasn’t immediately obvious at the time.

It has long been acknowledged that across a leader’s career, there are some fundamental skills that will have helped them get them to where they are. One of those skills is undoubtedly listening. However, recent research suggests that the very role of leadership itself can make it difficult for those in senior positions to exercise this skill. In this article, Stuart Schofield (Client Director) looks at the very human impulses and biases that get in the way of listening and what leaders can do to help minimise these biases.

Success can occur by pure chance. But more often, it is the direct result of cultivating your organisation’s potential through fact-based, dedicated project management, planning, timely follow-up throughout the process and a team striving for the same goal and purpose. However, there is no manual for applying due diligence and innovation in exactly the right way at exactly the right time. Good project management is, however, a good beginning.