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Five practical ways to introduce a coaching style of leadership into your organisation13 December 2017

Training your leaders to be coaches is a brilliant idea in theory: your employees will be better supported, and challenges and behaviours aired and addressed efficiently. In reality, this is seldom the case. 

Leaders as coaches – are they compatible roles or is there another way?23 November 2017

HRDs and CEOs regularly comment that ‘coaching their people’ is a key skill that their leaders need to improve and do more of.  However, while coaching does have a significant impact on engagement and performance, traditional models and approaches to coaching aren’t always successful, or appropriate, for leaders to carry out.

Three big ideas to influence your talent strategy – Part 3: Personal and organisational narratives28 June 2017

Just like actors in a play, employers now want to be part of a good story. They are not happy just watching stories unfold in front of them. Furthermore, employees want to decide which character they play and how they contribute to the story...

Three big ideas that will influence your talent strategy – Part 2: Experiential careers7 June 2017

Recently, I spent some time talking to my colleagues and clients about what the biggest issues are for talent strategy. Exploring these themes in depth, as will be attempted in this series of three articles, is a critical first step. However, it is even more important to understand the implications they have on an organisation’s talent strategy. Over the course of the few months, I hope to investigate and share with you what these three big themes mean in practice throughout the talent cycle.

How ‘Viral Change’ can bring you closer to the transformation you are seeking23 May 2017

“Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it is the only thing that ever has.” Margaret Mead, Anthropologist

You, your CEO and your HR Director need to become experts in infectious diseases. Believe it or not – it will make implementing change in your organisations much, much easier.

Three big ideas that will influence your talent strategy – Part 1: Diversified career journeys16 May 2017

Recently, I spent some time talking to my colleagues and clients about what the biggest issues are for talent strategy. Exploring these themes in depth, as will be attempted in this series of three articles, is a critical first step. However, it is even more important to understand the implications they have on an organisation’s talent strategy. Over the course of the few months, I hope to investigate and share with you what these three big themes mean in practice throughout the talent cycle.

The Apprenticeship Levy - An Opportunity, Not a Tax4 May 2017

The Oxford Group is delighted to announce our approval onto the Register of Apprenticeship Training Providers. As a result, you can spend your apprenticeship levy on leadership and management learning journeys facilitated by Senior Consultants at The Oxford Group.

Felix Bramley, Business Development Manager, writes about how The Oxford Group is challenging the traditional perception of apprenticeships and how this can provide value for your organisation. He also provides a link to a great employer guide from our sister company ILM which includes everything you need to know about the Apprenticeship Levy.

Surviving and Thriving in the Gig Economy Part 2: New Approaches To Building Employee Engagement3 May 2017

The rapid changes and instability in our economic and political environment, the demise of job security, and technological advancements over the last thirty years have given rise to the new gig economy. Short-term contracts and holding multiple jobs at one time are almost the norm. In this new, fractured world of work employee engagement has become both more important, and more difficult to maintain.

Ready Made Taster28 March 2017

On 15th March, The Oxford Group hosted a taster session from a selection of Ready-made Training Programmes. The idea of the session was to explore a few key topics and exercises used in our training programmes.

Change is inevitable – progress is not. (And neither have to be painful)3 March 2017

We all have to undergo changes in our lives; whether we like it or not.

Managing relationships in the virtual world3 November 2015

The focus of our recent webinar was “Managing Relationships in the Virtual World” where we discussed how it is important to have the right tools, mind-set and conversation in a virtual working relationship.

When communication between boss and employee ‘virtually’ shuts down7 October 2015

A recent episode of X Factor saw communication shut down between boss and fellow judge, throwing into question their working relationship and illustrating the pitfalls of remote working.

6 ways to maximise your leadership skills when managing offshore teams20 August 2015

Over the last few decades we have seen a large increase in offshoring, particularly within China and India where the cost of labour is low.  Having worked in Asia for many years, I have seen first-hand the opportunities and challenges that organisations face when they offshore their business. This blog explores some of the key challenges leaders face when they are working within an onshore/offshore environment, and offers thoughts and advice on how best to tackle them effectively.

How to lead agile and innovative organisations - the winning formula!30 July 2015

In Asia, I am seeing more and more leaders working within agile organisations. Agile organisations are change-ready, and therefore able to adapt and respond quickly to complex and ever changing environments. In the right business and environment, agile organisations deliver extraordinary results and performance, and agile teams within a non-agile organisation tend to have an energising effect on the rest of the organisation. 

8 Top Tips for Successful Coaching in Asia1 June 2015

With Asia’s accelerated market growth and its importance within the global economy, there is clearly a real need for leadership development and coaching programmes to ensure optimum employee engagement and productivity within these fast growing organisations. 

6 ways HR can encourage authenticity2 March 2015

Authenticity is seldom thought of as a major driver of organizational performance, a source of innovation or productivity.  In fact, we may not think of authenticity at all.  But increasingly organizations are realizing the benefits of having authentic leaders.

Actions speak louder than words2 February 2015

A company’s vision is often carefully crafted, underscored by common values and reflective of the company’s mission. The only problem is, how does an employee know if they are acting in a way that is fulfilling the company’s vision? And how do they come to understand how the vision applies to them?

Once upon a time… why and how leaders should be telling stories30 October 2014

In an age where employee engagement is recognised as critical to productivity and the bottom line, you or the senior leaders in your organisation may be seeking a more innovative way to engage employees with key company messages and values.

Are you mentorship material?30 September 2014

Mentoring is a process that provides medium-term, regular support that enhances an individual’s current performance and maximises their potential for the future.

Taking accountability for being the best leader you can be14 July 2014

We often challenge groups of leaders with this simple question:  “Who is accountable for making you the best leader you can be?”  After wry smiles people raise their hands and call out, “Of course, it’s me!”.

4 ways to get global leadership & management training right25 April 2014

How do global organisations approach rolling-out leadership and management development programmes. Here are four points that will help you when planning your approach to a global leadership and management development programme.

Stepping up to the challenge28 March 2014

Practical Training Strategies to Retain Talent in Asia Pacific – Part 2: Enabling People to Make the Transition from Manager to Leader

Top 10 Tests for Accountability3 March 2014

We believe that leaders need to acknowledge that they alone are accountable for improving their own performance as leaders. To do this, they need to make a deep, emotional commitment to being the best leader they can be. But what does this involve?

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