organic growth

Author: 

I was jolted into reality last week at how easy it is for a leader, who is passionate about what you are doing, to fall into the trap of expecting super-human performances from your team. As a young and growing company, we are “green-fielding” our organisation: establishing procedures, roles and systems. And in doing this we need our team to be agile, to be super-human multi-taskers who step beyond their boundaries and job descriptions. What I have recently discovered is that perhaps my expectations are unfair.

Author: 

Many business and entrepreneur experts pound into our heads the idea that a new business or a start-up needs to establish its company culture from the outset, entrenching vision and mission statements and company culture into any new team member who joins. According to some, organisational culture is a set of shared mental assumptions that guide interpretation and action by defining appropriate behaviour for various situations. Easier said than done!

Author: 

You may recall Malcolm Gladwell's hugely popular book Outliers which is largely responsible for introducing "the 10 000-hour rule" to the masses. That ten-thousand-hour rule is something that I have supported for years - somehow the notion of achieving success after doing the same thing for ten thousand hours appeals to my tenacious nature.

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