In this article we look at how leaders should prepare for and manage meetings with the senior management team, in order to ensure that the meetings contribute positively to the organisation’s strategies.

In this article, we look at the first group of activities that successful leaders must organise and manage in order to ensure the success of their strategies.

The key to success is to treat the interview as a project, for which you must gather information, make decisions on feasibility, set objectives, identify the resources needed, draw up a plan of action, and manage the project carefully through to closure. In simple terms, you must be professionally prepared for the interview, in order to have the optimum chance of success.

This article is designed to provide guidance for executives, managers, and specialists, who are involved in leading the strategic direction of their organisations. We look at the approach that successful leaders must take in order to create, maintain, and nurture positive relationships with colleagues, suppliers, customers, partner organisations, and other stakeholders.

This article focuses on leadership in the workplace, for both aspiring leaders and those managers who are taking on leadership roles.

Managers are the great stress-carriers. Stress-carriers are people who, through their behaviour, their actions, their attitude, generate and distribute stress onto other people.

This article is designed to provide advice and guidance on strategies and tactics that will make managers more attractive to current and potential employers, or to customers and clients if an entrepreneurial route is taken.

This article should be helpful to all managers and professionals, but is aimed particularly at those whose work-life balance has been changed by the additional workload, and potential stress, of studying management development courses or professional qualifications, by distance learning or in the classroom, in order to develop their careers.

Workplace stress is a major problem for organisations throughout the world. The cost of the impact of stress on organisations can vary from many thousands to many millions of dollars. These costs are caused by the rise in absence, the rise in staff turnover, the fall in performance levels, the level of customer dissatisfaction, and increasingly in the cost of successful compensation claims.

This article is designed to provide an overview of the current mentoring and coaching situation. It attempts to clarify the differences, and give providers and receivers of these services some guidance on best practices.