“I want to be provocative,” says Rita Trehan, as she contemplates her appearance at the CIPD Annual Conference and Exhibition (ACE) in Manchester in November.

Most business owners, directors and senior managers spend all of their working days, and sometimes several hours each day of their personal time, dealing with the hurly-burly of day-to-day business life.

1) Put your audience first The key to rapport is getting to know as much as possible about your audience before you start preparing your speech or presentation.

1.

Since 2001, 42,000 factories have shut in the United States alone and millions of jobs have been lost in the process.

Please click here .

In this context, limited organizational changes are no longer adequate; there is often a need to adopt new business models or carry out extensive restructuring involving all parts of the organization.

According to Shweta Jhajharia, founder of The London Coaching Group, many business owners have three flawed beliefs that keep them from successful marketing: 1.

Baldock says: “We have all met people with strong personal presence at work and socially.

Shaw argues: “There is a distorted perception that to be successful in business you have to have the loudest voice to get noticed.

Please click here to read the full report .

1.

.

.

.

All business leaders know the key to running a successful organisation is largely down to great communication skills.

World-famous animation studio Pixar came up with the plots and main characters of blockbusters A Bug’s Life, Monsters Inc., Finding Nemo and WALL-E in a single lunch meeting.

Business is like sport: the most successful players love the game.

Richard Branson said that carefully coordinated teamwork is as important in business as it is in sport.

1) Control It is important to identify what you can and cannot do.

In this paper we discuss the importance of defining and measuring progress towards the objectives of the transformation, and the role of organizational purpose and core values in this process.

From Apple’s late CEO, Steve Jobs, to Facebook founder Mark Zuckerberg, great business leaders know that creativity and innovation is key to running and expanding a successful business.

“I wish I could grow my business without ever hiring anyone.” Does that sound familiar? According to Shweta Jhajharia, founder of The London Coaching Group, if you don’t want to be firefighting anymore, want to improve the communication in your company, or if you need your team members just to do what you ask them to do, then it's time to consider improving how you're conducting your team meetings. Team meetings, although they can sound like a waste of time, are essential for SMEs in order for them to reach their potential. To access that potential, you need to leverage the collective intelligence that you have in your business, and move the whole team forward in a cohesive manner.

Asking for feedback can give leaders insight into their blind spots, ensure greater self-awareness and a deeper understanding of how they need to improve their performance.

Business coaches Agnes Bamford and Helen Croft of The Results Centre (www.theresultscentre.com) look at the arguments for and against the introduction of quotas. Women make up over half the UK population, yet account for just 20% of board membership in FTSE 100 companies.

Andrew Jenkins, author of ‘You are more than you think’ suggests using ‘multiple thinking facets’.

We know that more diverse businesses perform (think profit and share price) better than their peers.

Only 4% of business owners ever reach a turnover in excess of £1M.

Hiring the right people is immensely complex – it is no surprise that so many mistakes are made.

According to William Buist, CEO of Abelard and Founder of xTEN Club, there are 10 key activities every business should engage in if they want to have robust strategies for business development: 1) Have complete clarity about your starting position Without knowing exactly where you are it’s not possible to plan a direction to where you want to be.

You can have the experience and qualifications of a leader, but without executive presence, you won't advance.

.

The Deloitte CPO Global Survey Report 2013 makes interesting reading for those of us with a keen interest in the future of Procurement.

Dr Shaw argues that the motivation and reward systems in the brain can help us understand what drives people to go from bad to good, from good to better and from better to brilliant in business.

Authored by Debbie Bowen-Heaton of Oliver Wight EAME and Todd Ferguson of Oliver Wight Americas, this is the first in a new series of white papers designed to help organizations deal with the fresh challenges presented by the recovering economy.

.

Financial Institutions in 2014 are faced with a potentially overwhelming mix of regulatory obligations from national, pan-European and global bodies.

Naked Leader and Molten know that if leaders in the Energy Sector become a Force for Good, they will make and save more money than they do today, and the additional benefits will be broad and far-reaching, including improving the effect the industry has on society as a whole, increasing revenue for national economies, and delivering better outcomes for employees and customers of the sector. Naked Leader and Molten believe that the formula for leaders in the Energy Sector to become a Force for Good is simple: 1.

In a world where human organisations fail each day, Building Anti-Fragile Organisations: Risk, Opportunity and Governance in a Turbulent World by Professor Tony Bendell explores a powerful alternative framework for risk in the design and management of human systems.

Please click here to read the full article .

.

Shaw explains: “Instead of being recognised as the most knowledgeable, experienced members of our society, our Baby Boomers are being treated like they are easily disposable and lack any real value because businesses are constantly on the lookout for the new, the youngest and the cheapest.

Consistency on its own isn’t necessarily a good thing of course: it’s possible to be consistently awful.

Over the last five years, there has been much deliberation about the need to improve the gender balance of our workforce.

Zen master and peace activist Thích Nh?t H?nh travels the world teaching Buddhist principles of mindfulness, love and compassion as the route to happiness in one’s life.

Weighing up the arguments It is after all a time-consuming and expensive exercise.

Another year has dawned and the economic doom-mongers who talked of a triple dip recession in the UK and were scathing of the Government’s economic policy have become a little less vocal of late! Long live the optimists!!! Indeed, this month the IMF adjusted the UK growth forecast for 2014 to 2.4%; faster than any other major European economy! Furthermore, confidence has increased that this growth will continue into 2015.

Most businesses will talk about having the best people.

As organisations are faced with ever-growing volumes of raw information, many have attempted to work out an effective way to convert this data into useful consumer information.

When delivering organisation design workshops, which I do about 15 times per year, the most common question asked, “Why does our company do so much organisational restructuring?” This question was asked again last week when I was running one of these workshops at a global oil and gas company. I have worked with many clients who – for whatever reason – find that they do a lot of organisational restructuring.