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  • 20 Jul 2016

    #WomenInLeadership | Episode 2 – Nicky Murdoch

    THIS EPISODE IN THE SERIES FEATURES NICKY MURDOCH, CEO OF DEFENCE MEDICAL WELFARE SERVICE THANKS FOR TAKING TIME OUT FROM YOUR BUSY SCHEDULE TO TALK TO US. AS CEO OF DEFENCE MEDICAL WELFARE SERVICE (DMWS), YOU AND YOUR TEAM PLAY A VITALLY-IMPORTANT ROLE IN THE WELFARE OF SERVICE PERSONNEL AND THEIR FAMILIES. WOULD YOU SHARE A LITTLE ABOUT DMWS AND THE SUPPORT IT PROVIDES? Yes thanks Nigel. St John and Red Cross Defence Medical Welfare Service is a small service delivery organisation that is in “the business of charity”. It has a long and distinguished history of supporting members of the Armed Forces Community when they are in hospital all over the world.
  • 20 Jul 2016

    Banking & Finance And The Role Of Women Leaders

    We are experiencing very interesting times, certainly politically but also in the advancement of women. I have just witnessed the appointment of Theresa May as the second female Prime Minister of this country. Coincidently, during the early part of my career I worked under the leadership of the first female Prime Minister, Margaret Thatcher. I take this appointment as a sign of encouragement for all of us who passionately believe in the power and benefits of women’s equality in all sectors. EARLIER THIS YEAR ... Earlier this year, the Treasury sponsored a review of the finance industry, undertaken by the CEO of Virgin Money, Jayne-Anne Gadhia. The finance industry employs more women than men, but in comparison to other sectors retains the largest pay gap between the genders. In 2015, only 14% of the membership of Executive Committees in the finance sector were women.
  • 20 Jul 2016

    Trust DSW To Help You Rebuild Trust

    We’re almost nine years on from the financial crisis of 2007, yet consumer surveys consistently reveal that the UK financial services industry remains one of the least trusted sectors. The reputational damage suffered as a result of this crisis being exacerbated by widespread revelations of gross malpractice across the sector. FOR SIXTEEN YEARS Edelman’s Trust Barometer has tracked the levels of consumer trust across 27 different countries around the world. The 2015 results highlight that only 36% of UK consumers have trust in financial services, placing the UK 19th out of the 27 countries surveyed. This means that two out of every three people surveyed do not trust the industry; an alarming statistic which tells us that consumers believe financial services organisations have not changed despite many protestations to the contrary.
  • 04 Feb 2016

    Generational Differences on Your Team

    Today, businesses are faced with the prospect of a rapidly changing workforce. These conditions often put employees of varying ages together on teams. If leaders don’t have a flexible management style to work with this kind of diversity, team effectiveness and the organisation’s productivity can suffer. An adaptive style of leadership is needed. This example indicates how a leader can begin thinking that way.
  • 01 Dec 2015

    So ‘Y’ are the Millennials Different?

    The ‘Veteran’ Generation worked hard and respected authority. Their experiences through World War Two moulded them into a group who believed performing their duty was more important than having fun and rules were there to be followed. Work was an obligation. This had a significant impact on the leadership styles that they responded to and the motivational factors that drove them on. ‘Baby Boomers’ saw the post war rewards for hard work and became workaholics. They felt stifled by authority and openly challenged it. They viewed itself as an exciting adventure. By the time the ‘Gen X’ers’ came to the fore
  • 01 Dec 2015

    Harness the Behaviour in the People You Work With

    READ THE DIFFICULT EXPERIENCE JONATHAN HAD ONE MORNING AND HOW HE COULD OF AVOIDED THE OBSTACLES ENCOUNTERED IF HE HAD LEARNT HOW TO RECOGNISE BEHAVIOURS AND MANAGE THEIR IMPACT MORE EFFECTIVELY. 09.00am Jonathan arrives at his office on the 4th floor of his company’s head office in London. He is a Senior Manager of the organisation which provides a back office outsourced function for clients within the banking & finance sector. As he looks out of his window, the morning is as foggy outside as it will seem inside to Jonathan as he goes about his day. 09.10am Jonathan reads a terse e-mail that says,