Vital tips for cutting costs and handling staff expectations
Thursday 14 May 2009 by Patricia Wheatley Burt (FCIPD)

OK, if some organisations ‘fessed-up’, the first tranche of redundancies have included people who: weren’t performing; didn’t fit culturally; were too challenging; were too demanding; due to retire; didn’t have a clearly defined brief/job; and so on. In fact, the process was designed to test the water, show willingness to address problems and to cut costs – often driven by finance demanding an instant alleviation of fixed overheads. And you managed to keep the number of lay-offs below the magic 20, or 100 – to avoid the legal requirement of a one- or three-month consultation period, but will this…

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Inspirational Speaker Michael McGrath recently had an interview featured in the May 2009 edition of magazine Hospitality North – ‘Top Tips for Effective Presentations’, take at look at the article here

Click here to download Michael McGraths Feature interview - 680K (PDF

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Jim Lawless asks:

Who should decide upon the leader’s direction? The leader, by definition.

Rule 6 - There is no safety in numbers. The second of the Leadership Rules in Taming Tigers.

Once upon a time, the trend was for leadership by principle and consideration of what the “right path” might be to achieve the grand vision. We voted for people we would trust to make the right call. Often they failed, for sure, but there was a direction and a “lead” provided to the country.

It then became apparent that if your plan was to “market” a party to the highest number of voters, rather than to risk “selling” your vision for the nation to those voters, then leadership by focus groups was a more effective…

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