I am constantly struck by how often people in organisations ranging from NGO’s to mines still refer to leadership work as the “soft skills.” It’s a term that has become increasingly frustrating to me because it continues to reinforce the perception that human skills (and hence needs) are secondary; a nice to have, rather than essential for organisational success.
All stakeholders know that from the time matriculants receive their trial results in November until February of the new year, many will be seeking places in further and higher education. Yet we still talk about ‘unexpected’ strain on the system and chronic capacity constraints. We are stuck in a rut, repeating the same conversations and trotting out the same excuses, while young South Africans pay the price in lost opportunities.
always find it fascinating how, come January, many people suddenly decide to “wake up,” speed ahead and get busy. It’s as if an automatic switch set for midnight on 31 January, flips us into new- year-productive mode.
In a recent LinkedIn post on South Africa’s hosting of the G20, Nick Erberhl reflected on the many international delegates
The recent Sunday Times Editorial on South Africa’s gambling crisis demands urgent and unified action highlighted the challenge South Africans
How can organisations provide the support that employees so desperately need, and what do organisations need to consider to support employee wellness in a deep and holistic way?
In a context where there is a high tolerance for risk i.e. individuals are taking small risks everyday as we commute, in our homes and workplaces, how can our leaders in road safety better support South Africans to view safety as an important part of protecting themselves and what matters to them?
I attended the Women and Leadership Conference for Engineering and Technical Leaders, hosted by Pinpoint Stewards. Watching these powerful women
When was the last time you checked how much time you spend on your cell phone? The last time I did, I had a rude awakening: I was averaging five hours a day on my phone. That’s five hours I could’ve invested in my health, my work, better sleep, deeper connections with family and friends—or even just reading a book.
Emotional Intelligence has become the latest buzzword in the field of people development, and it is long overdue that it has come into the spotlight. In our work with organisations, we so often hear statements from team members like those listed above, and they are just a few examples of how demotivating it can be to have leaders who lack EQ skills.
