I have always been intrigued by what it is that makes a successful leader. My search for answers led me to business schools, various executive training programs, onto a PhD program, into boardrooms, on a fair share of mindfulness and meditation courses, and to the top of Mount Everest.
Posted on 8th August 2014 in Coaching.
It’s coming to the end of the school year and for some young people that means entering the workplace for the first time, many as apprentices. Did you know that the rate of workplace injury in young men face a 40% higher risk of workplace than their older counterparts? Stephen Thomas, Health and Safety Consultant at Croner, looks at the legal safety requirements for apprentices and how employers can protect them through risk assessment.
No matter how much drive you have – there is one thing that will always beat it when it comes to business success.
Business is like sport: the most successful players love the game. Successful business leaders, if they love what they do, will always go the extra mile to succeed, they will also stand up again after being knocked over and they will look at obstacles and failures as, at worst, a small blip, and at best an opportunity to learn.
A lot has been said about how technology is changing and the impact that is having on the way businesses operate and the way we live our lives. We’re more mobile, we have the world’s information available to us at the click of a button and our data is stored on interconnected servers spread throughout the world.
What motivates the millennials? The generation that grew up alongside Facebook, Harry Potter and Britney Spears now makes up a third of the workforce – and will account for 50% of it by the end of the decade. As such, the corporate world shaped by previous generations is quickly changing. And the new generation may like what they’ve done with the place, or may have something a little more ‘millennial’ in mind.
It’s worrying to see that, despite a nominal decline in numbers shown in last fortnight’s ONS report, a fifth of British 16-24 year olds – almost a million – remain out of work, study or training. Meanwhile, Sir Ian Wood’s analysis of youth unemployment in Scotland, released earlier this month, highlights a crisis that is proving to be a drain on the economy as well as an alarming waste of potential.
As Britain slowly climbs out of recession it seems that companies are keen to put money into making corporate away days more fun. MGN events, a national events and party planning business specialises in corporate away days and has noticed a growing trend in bookings for big budget fun events in the last six months as companies start to invest in looking after their staff.
The squad’s been named, the suits have been modelled and the England camp has left the country. As we get down to the business of focusing on England’s performance what can we learn from Roy Hodgson’s approach to management?
“Do you have a loyalty card?” the Barista asked as I paid for my double espresso. My card was duly stamped – only two more coffees before I could claim a free brew. Most people in the queue had a loyalty card too. And so I got to thinking.
There is no single legal definition of an internship and the reality is that it is used to cover a number of different arrangements. It is certainly a phenomenon which has been increasing in popularity, but also one which often receives mixed press. Internships can be beneficial for both the business and intern. The business will have additional help (often to assist with short term projects or needs) and the opportunity to assess the intern’s performance. The intern gains valuable insight and experience. However, there are potential pitfalls in offering internships, particularly where there is a misapprehension as to the position with unpaid internships (see below) and an assumption that this approach can be taken. In addition to the potential for an Employment Tribunal claim by the intern or a challenge by HMRC, there may also be reputational concerns for organisations with the growing focus (by media and industry groups) on the use of internships and the potential for ‘exploiting’ those keen to gain experience in a competitive market.