Defines leadership as winning the hearts and minds of people to achieve a common purpose. Discusses training for leadership as involving the “inner person”, the inner mental toughness, to cope with and handle the problems and pressures that confront us in today′s life. Concludes that...

Introduces necessary rules for balancing work and leisure time. Defines “playaholism” as leisure time that becomes as stressed as working. Suggests methods of balancing differing forms of leisure time to produce a period that is totally relaxing and recreational. Provides a playaholic...

Suggests three factors are responsible for innovation in all its aspects moving to the top of the management agenda: increasing internationalism, increasing competition, and new bases of competition. Discusses the role of the individual, the team, corporate organisation and management and senior...

Reports on a training and development programme tailored especially for newly merged consumer bankers. Describes a two‐week programme called Consumer Sales Academy to teach the necessary skills and develop confidence and enthusiasm. Discusses feedback, follow‐up and evaluation of the Academy...

Considers that managerial competence is a function of integrity and credibility. Argues for open management style from board level. Discusses the need to examine weakness as well as strength and how to achieve an improvement without loss of face, dignity or status. Concludes that a majority of...

Describes the two‐core management development programmes. Featuring internationally known business school faculty and consultants the first core stressed global strategic thinking: achieving world class excellence. Describes the integration of the International Division corporate strategy....

Describes the process of change at Birmingham City Council to cope with new legislation including compulsory competitive tendering. Achieving the strategic objectives of the City Council needed key elements of education, training and development for all employees and Members. Describes the...

Describes competence modelling at Tioxide, UK. Dissatisfied with using models of specific management competences solely for assessment and selection Tioxide transformed it into a tool to develop greater flexibility among managers. Beginning with four days of modelling skills uptake participants...

Questions why the choice of senior managers is so often unsuccessful. Considers selection of candidates is often made with too arrow a range of criteria. Suggests that qualities of the candidate, demands of position being filled and track record need to be enhanced by consideration of capacity...