Tag: CMI
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Situational Leadership vs Path-Goal Theory: Adapting Leadership to Team Needs Leaders are frequently told to “adapt their style”, but that instruction is too vague to be useful. Adapt to what: the employee’s experience, the task, motivation, the team’s workload, the clarity of the goal, the relationship, or organisational constraints? Situational Leadership and Path-Goal Theory both reject a…
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Thomas-Kilmann Conflict Modes: Choosing a Response for Team Conflict Conflict is not automatically harmful. In a well-led team, disagreement can expose weak assumptions, clarify priorities, surface risk and improve decisions. It becomes damaging when people avoid necessary issues, personalise disagreement, use power destructively or lack a safe process for resolving differences. The Thomas-Kilmann Conflict Modes provides…
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SBI Feedback Model: Giving Clear, Behaviour-Focused Feedback at Work Feedback becomes unhelpful when it is vague, delayed, personal or based on assumptions about motive. Phrases such as “be more professional”, “you need a better attitude” or “great work” often leave the recipient unsure what happened, why it mattered and what to continue or change. The…
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A workforce plan should not assume that one forecast will prove correct. When technology, demand, regulation, labour markets or operating models are uncertain, the more useful question is: what workforce choices will remain credible across several plausible futures? Scenario planning helps answer that question. It is a structured way of exploring how important uncertainties might…
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PESTLE vs Porter’s Five Forces are often placed together in strategy work, but they answer different questions. PESTLE scans the wider macro environment. Porter’s Five Forces examines the competitive structure of a specific industry. A strong strategy process uses the tool that fits the decision, then connects the findings to internal capability, customer needs and implementation…
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Growth is not a single decision. An organisation may grow by selling more of its current offer to current customers, taking an existing offer into a new market, developing a new offer for existing customers or entering an unfamiliar product-market space. The Ansoff Matrix provides a simple way to compare those four directions before leaders commit…
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A strategy can appear convincing while its operating logic remains unclear. Leaders may agree that an organisation should grow, digitise, enter a market or redesign a service, yet have not established who will receive value, why they will choose the offer, how delivery will work, what capabilities are needed or whether the economics are plausible.…
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Balanced Scorecard vs KPIs vs OKRs are often presented as alternatives. They are better understood as different levels of a performance-management system. A Balanced Scorecard translates strategy into a balanced set of objectives and measures. KPIs track the health or performance of a critical activity or outcome. OKRs focus people on a small number of…
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Two organisations can operate in the same market, face the same regulation and use similar technologies, yet produce very different results. The Resource-Based View (RBV) helps explain why. It directs attention to the resources, capabilities, knowledge, relationships and organisational routines that enable one organisation to create value more effectively than another. The VRIN framework provides a…
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A strategy can be technically sound and still fail because the people and groups affected by it were misunderstood, engaged too late or treated as an afterthought. Stakeholder mapping helps leaders see who can influence a decision, who is affected by it, what they may need and how engagement should be planned. The power-interest matrix is…
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Organisations often describe a strategic change as a systems, structure or process problem. The change then struggles because the surrounding organisation remains unchanged: employees lack the necessary skills, leadership behaviour contradicts the strategy, performance systems reinforce old priorities or shared values are ignored. The McKinsey 7S Framework helps leaders diagnose these alignment problems. The practical answer: use…
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Remote and multi-disciplinary teams do not fail because people work in different locations or bring different expertise. They fail when goals are unclear, role interfaces are weak, information is unevenly available, collaboration is accidental and performance is confused with online visibility. The practical answer: manage remote and multi-disciplinary team performance through a shared operating system: clear…
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Strategic Business Proposals is not a long description of a problem or a list of attractive recommendations. It is a reasoned case for action that shows why a change is needed, what options exist, how affected stakeholders will be engaged, what resources and risks must be managed, and how leaders will know whether the intended…
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Leadership style is not a personality label or a permanent preference. It is the way a manager exercises authority, organises work and relates to colleagues. It is visible in priorities, communication, decision-making, delegation, feedback and the example a leader sets (CMI, 2020). The practical answer: select a leadership approach by diagnosing the task, risk, capability, confidence,…