If one eliminates the hype and slick sales pitch by vested interests, and examines the area of knowledge management from a business or organisational perspective, the solutions to knowledge management are not nearly as complicated or as expensive as they seem. Effective knowledge management is about identifying and securing the knowledge required to make the decisions needed to deliver the KPOs associated with each role within the organisation. Such knowledge is termed mission-critical knowledge. This methodology shows you how 3 metrics can inform the business simply and quickly where in the organisation its poor decisions are being made and where the organisation’s vulnerabilities lie.

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With less working capital available and the strategic landscape dramatically shifting, leaders are under increasing pressure to identify a new strategy and implement it right the first time. For many leaders, this recession is the third crisis in the last 20 years—and by far the worst. They faced the Internet bubble burst at the start of the millennium and then the global financial crisis in 2007. Today’s immediate challenge requires redefining businesses to respond to the shifting strategic landscape. For some, this means minor changes. But for many, this requires a whole new strategy that includes digitalization. And that strategy has to be implemented rapidly and successfully the first time. Research has indicated that strategy implementation becomes even more important during a crisis. This is because getting it right the first time saves capital while steadying and growing the business. In this interactive and engaging virtual presentation, Robin shares ideas on how successful leaders are implementing strategy right the first time.

We work in a connection economy driven by rewards, recognition and results and the desire to build business. Yet the biggest obstacle to writing more business is lost because of the failure to commercialise conversations. Therefore, the ability to recognise buying signals, propose direct value and purpose, and convert prospects into buyers is one of the most important skills every person who deals with clients’ needs to master. Participants of this interactive presentation will:
• Respond to the client’s most important need without upselling or upsetting by using the proven FLOW model,
• Maximise professional partnerships and alliances so you can get referred through other networks,
• Stay relevant and client centric so you can reap the rewards now and in the future

This Commercialise Conversations practical presentation will enable participants to work on developing their own communication style, adapt a new mindset to conversations and achieve greater outcomes.

Re-energise and engage with a masterclass to make the most of meetings and presentations. Synchronise your team on expectations and opportunities. Create better organisational communication, confidence, and digital presentation skills. Let me help you and your team.

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Innovation is led from the top but happens on the frontline

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A focus on

• The power of thoughts
• How to master your mind
• Creating certainty in times of uncertainty

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The Decision Hierarchy allows the organisation to state the relationship easily, accurately, and consistently between the organisation’s mission, and the way that every part of it contributes to that mission/purpose. The Hierarchy identifies a universal relationship between these elements that will accommodate the strategic choices made by corporations or the operational, structural, and cultural differences which exist in a heterogeneous, pragmatic, and commercial environment.

To receive the recording, register above and, in the box, please share which recording(s) you wish to receive.

Innovation is vital for success, particularly in tough and rapidly changing times, but according to research reports, organisations struggle to get it right. So why is embedding a focus on innovation frustrating organisational leaders? In this interactive presentation we explore why Innovation is Simple, But not Easy! You will learn that if you're serious about innovation, the first thing to do is to stop talking about it, and instead focus on the leadership actions needed to make it happen. By understanding your context for innovation and the ingredients involved in creating an organisational culture that supports creativity and innovation, you can take the necessary action to achieve enterprise innovation. This interactive presentation is based on Bill’s paper, Innovation is Simple, But not Easy!, which will be made available to all participants, plus some recent thoughts on how leaders can start to create a culture of innovation in their organisations.

The world is changing quickly. That ferocious speed is propelling us towards change and challenge in ways most of us thought would never happen to us in our lifetime. But challenged we are and the antidote to the anxiety now is taking action and not be exhausted by fear. The FIVE DISCIPLINES OF A LEADER’S MINDSET is designed to remove the noise and fear and replace it with results that are enduring, positive and exciting. Each component focuses on one of five exponential and exciting mindsets people need to unearth new models of work, community and home and help them develop resilient relationships and rewarding communication that fit into a brave new world. This presentation will include:
• Setting your mindset to set your outcome,
• The link between resilience and mindset,
• The gift of a growth mindset in volatile times.

If we accept there are cognitive biases in decision making, how can we account for this and help senior executives and Board members make better, less biased decisions? I’ll skip the academic studies and pull examples from the real world over a range of industries. Each example will demonstrate where bias could be present (we can never be sure!) and what could be done to reduce the likelihood of being affected. Management examples cover: strategy - development and execution; safety, touching on risk management in general; asset investment and divestment; managing people.

Better, Faster - Total Sales Team Turnaround. We bring a well-researched 21st Century systems thinking approach to sales that includes a complete selling system which is engineered for growth, not personality driven. This is deliberate as we need leaders in business to shift their thinking away from seeing training as the ONLY solution to selling better when the right training is a part of the solution.

There are plenty of examples of risk management failures just in this year, let alone through history. With risk management being discussed, and taught, over the last 2,500 years, why do we see it still failing? Risk is multi-faceted, so it’s not surprising to find that the reasons for its management failures come in various flavours. But one common factor is clear – risk management is undertaken by people, and people aren’t dependable. A bad risk culture is a favourite culprit these days, but there’s more to it than that.

To receive the recording, register above and, in the box, please share which recording(s) you wish to receive.