The sudden and unexpected outbreak of the Covid-19 pandemic has undoubtedly taken us all by surprise and confronted us with immense new challenges.
This isn’t a medical guide, but a guide for navigating the complexity of the coronavirus fallout.
Volatility, uncertainty, complexity and ambiguity – VUCA is everywhere. As the pace of disruption outstrips our ability to keep up, how can we grow our capacities to equip ourselves to navigate these changes more successfully?
The value of using a ‘vertical assessment lens’ in addition to more traditional assessments.
How can leaders’ potential be unlocked by understanding the differences between competencies and capabilities? Our breakfast looked at key factors to consider when revisiting competency frameworks
Developmental coaching not only helps clients tackle immediate problems but helps develop new skills of thinking to make greater sense of their challenges and identify new perspectives
Exploring how organisations address the challenges presented by the VUCA world.
How to assess the capabilities needed by leaders to navigate uncertainty was the topic of our March 2017 roundtable. A summary of that discussion
Is the world really becoming more uncertain or does it just feel that way? What are the major trends underpinning this insecurity and can we use this knowledge to start visualising what our world might look like in the mid-century?
How individuals' thoughts, feelings and behaviours are influenced by their respective stage of development.
Creating the programmes and conditions to 'exercise greater capacity building' amongst leaders.
Leaders can keep on developing their capacity to adapt to increasing volatility, uncertainty, complexity and ambiguity. What are the capacities which can be developed to enable a leader to survive and thrive under VUCA conditions?
Summary from our recent breakfast roundtable, September 2016.
Tailoring performance conversations to the individual’s stage of development.
How companies are moving away from the traditional backward looking performance review towards a culture of more continuous feedback.
Over 70 organisational development, leadership development and talent specialists convened to learn about and debate all things vertical. Here is a summary of the discussion.
The added value of using developmental assessments in a VUCA environment to provide a platform for self-directed behavioural change whilst building leadership capability able to respond to the fluid environment in which they operate.
What exactly is vertical development and how it might inform approaches to leadership development?
How a 'developmental assessment' approach might engender more value than traditional approaches
Increasingly clients are using behavioural assessments in their procurement processes. But are they just another box ticking exercise?
Enhancing graduate selection to identify and retain the very best
Building the business case for behavioural assessment
Exploring the experiences of mid- to senior level managers in high potential development programmes
What do coaches and coachees expect from high potential coaching and what do they get?
The best way to approach behavioural assessment in procurement
Write-up from the Behavioural Assessment in Procurement seminar, July 2015
Steps for success in cracking the Talent Management nut
The role of personality and corporate culture in driving good conduct and compliance
Are you ready for the arrival of the digital natives?
Our roundtable discusses the need, challenges and approaches for successful career transitions and onboarding
In all walks of life career transitions are difficult and often unsuccessful, if research is to be believed
Evaluating the High Potential programme from the individual's perspective
Developing leadership as a practice
Our roundtable offers insights and practical advice about driving performance in your organisations
Our roundtable discusses the lessons they’ve learned about getting talent management right
HR and talent leaders explore how to attract the people they need for the future