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Leadership communication in the wake of the second wave

The way leaders communicate can make or break employee commitment to their organisation. When leaders communicate with urgency, transparency, and empathy, it helps employees to adapt to the constant change that a crisis brings. Urgency encourages people to make quick decisions, transparency builds trust in leaders and empathy fosters resilience in facing the challenges ahead. But six months into the pandemic, leaders might not be clear on how employees feel about the organisation’s response to the crisis and therefore unsure about what to communicate. The return on people investment One of the silver linings of Covid-19 is that the wartime mindset defined by decisive crisis management, scena

Leadership in the time of recession

Last week, six months into the coronavirus outbreak, the UK has officially entered recession, for the first time since the 2008 financial crisis. Economists define recession as two consecutive quarters of GDP decline. This year, they have seen a 2.2% fall in the first quarter, followed by a 20.4% fall in the second, making the Covid-19 recession the deepest in decades. Since the start of the pandemic, the economic landscape has become more, not less, confusing, and business leaders now have to navigate unclear expectations and continued uncertainty. Recovery presents new challenges for leaders and teams, and many report having mixed emotions. Their sense of optimism and clarity is laced with

Leading teams away from burnout

According to a 2019 Gallup study, 28% of full-time employees reported feeling burned out at work ‘very often’ or ‘always’. An additional 48% reported feeling burned out ‘sometimes’, meaning that nearly 8 in 10 employees experience burnout on the job at least sometimes. Prior to the pandemic, remote workers were less likely to burnout than employees with traditional work arrangements, but with the global shift to remote working and many leaders being new to managing remote workers, preventing burnout presents a real challenge for organisations. No one-size-fits-all solution Employees might be experiencing similar issues, but each of them require a unique approach to overcome individual challe

Building trust during a crisis

Remote work has been the new norm for many who adapted quickly and enjoy the flexible work arrangements. However, not all sectors are equally suited for remote working and many employees have struggled with the new setting. As a result, it can be more stressful and challenging for some leaders who face the additional task of helping their teams through their struggle to adapt. Managing expectations According to a recent Harvard Business Review research, managers who cannot be in face to face contact with their direct reports sometimes struggle to trust that their employees are indeed working. This can lead to managers developing unreasonable expectations that those team members should be ava


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