Different types of intelligence: what they are, how to measure them and why they matter at work
Intelligence is more than IQ. Howard Gardner’s theory of multiple intelligences, how different intelligences can be measured, and why they matter at work.
The amount of information and intelligence: why we confuse knowledge with wisdom
In the digital era a few clicks give us knowledge on almost anything. But having a lot of information is not the same as intelligence – and intelligence does not always mean wisdom.
How to build dialogue between trade unions and management
In delicate matters full of emotion, an open, empathetic approach helps management and trade unions act as partners rather than opponents. Principles and sample dialogues.
Modern trade union negotiations in Poland: challenges and management strategies
Trade unions are an important area of people management in Poland. The legal framework, the challenges management faces today, and the strategies that help negotiate with unions constructively.
DISC at the service of business
The DISC model is a versatile psychometric tool that can support many areas of people management and personal development. Here is how each of them can benefit from it.
What kinds of DISC are there?
Since William Marston developed DISC theory, many researchers and practitioners have extended and adapted it. An overview of the most popular DISC tools – and what matters most when choosing one.
Did Wonder Woman’s polyamorous father invent DISC???
The DISC model has its roots in the work of William Moulton Marston – psychologist, inventor, lawyer, writer and creator of Wonder Woman. The fascinating story behind one of the world’s best-known psychometric tools.
What is DISC all about? The basics…
Someone is red, someone yellow, someone green and someone blue… What the DISC model is, what its four behavioural styles mean and how it is used in business, education and personal development.
Neuroleadership: the key to more effective management and organisational development
Neuroleadership uses neuroscience to understand and improve decision-making and leadership. What it teaches about the uniqueness of the brain, emotions, rewards, change and focus.
Neurodiversity in the team
Managers often reject candidates for reasons unrelated to their real competencies. What a neurodivergent employee can bring to a team – and what it asks of the manager.
Neurodivergent people in the team: a burden or talents?
Can neurodivergent employees be a challenge – or do they bring undiscovered benefits? Challenges, hidden talents and the competitive advantage of neurodiverse teams.
Workplace bullying: how to recognise it and prevent it
Workplace bullying is systematic psychological harassment of an employee. How it shows up in the behaviour of the person affected – and the key steps that help prevent and tackle it in a company.
Neurodivergent people at work
What is neurodiversity, what do neurotypical and neurodivergent mean, and how can we improve the work environment for neurodivergent people?
What to learn to cope with VUCA and BANI
VUCA and BANI describe a world of volatility, uncertainty and anxiety. Which skills should you and your team develop to cope – and even thrive – in it?
VUCA and BANI – what are they?
Facing constant change and crises, managers look for effective ways to manage people. What the VUCA and BANI models are, how they compare and how they support change management.
Identifying love-language preferences in the team
Gary Chapman’s love languages can help managers build strong relationships – but first you need to know your people’s preferences. Tools and strategies for identifying them.
How to use love languages in everyday work with your team
How can managers integrate the different love languages into communication, motivation and building relationships with their team? Practical examples for each of the five languages.
Love languages? What are they? An overview of Chapman’s concept
Gary Chapman’s theory of the five love languages originally referred to couples, but it also applies at work. An overview of the concept before we look at how to use it in managing teams.
The 20 most common mistakes managers make in recruitment
Too detailed or too vague a job ad, hiding the salary, interviewing alone, deciding on emotion, interrogating instead of talking – a ranking of the 20 most common mistakes managers make when recruiting.
What matters more in recruitment – a candidate’s experience or their values?
One of the main dilemmas in recruitment: should you be guided by a candidate’s experience or their values? A closer look at both – and at finding the right balance.