21/08/2017

Russell and Thomas discuss a Growth Mindset in the context of the ICAS Leadership Coaching Programmes

In this short video we talk about the importance of adopting a Growth Mindset and explain how the ICAS Leadership Programmes can promote innovative thinking and accelerate the career growth of CAs and high performing leaders.

You can find out more about the ICAS Leadership Coaching Programmes using the following link:

Enquiry-Form-for-the-Leading-Figures-Leadership-Programme-for-ICAS

08/08/2017

Taking the Step up to Partner

Nothing beats learning from those who have succeeded…. and in order to obtain an industry-wide perspective we have interviewed over fifty Partners and other senior individuals within the accounting, actuarial, consulting and legal sectors, a number of whom we have worked with as coaches. One of the questions posed was “what advice would you give to ...

04/07/2017

Developing Awareness, a foundation for Personal Development

In working with our clients we encourage them to consider the three key foundations of personal development – Attitude, Awareness, Aptitude & Action (which we call the Triple A+ Model). To maximise development one needs to focus on all three components and how they interlink. In this short article we focus on developing Awareness, by which we me ...

26/04/2017

Developing a Behavioural Edge in the Information Age

Knowledge is no longer power, because knowledge is everywhere – or at least knowledge is accessible everywhere. We live in a world where information is at our fingertips. All we need do is Google a question on our gizmos to find the answer. Or perhaps YouTube it to see how we should do it. Or join an online community at arm’s length to air, share an ...

20/04/2017

Afraid that you might be a fraud?

Imagine one of these scenarios: you’ve recently returned to work after a career break and feel a little unsure about yourself or; you’ve recently been promoted to the lofty heights of an executive position and you’re trying to find your feet or; much to your surprise, you’ve secured a senior role in an entirely new organisation and you have the fee ...

15/03/2017

Three ways to turn your group into a Team

Most businesses stress the importance of team working. There is a logic behind this. Projects often require a minimum level of ‘critical mass’ and no one person has all the skills that the business (and their customers) may need; indeed there is increasing evidence to suggest that a talented team with a diversity of cognitive thinking and experienc ...

11/12/2016

How smaller fund managers can develop a competitive edge

All fund management houses seeking to grow their business face the challenge of growing in an increasingly competitive market. In the late 1980s UK names such as Mercury Asset Management, Morgan Grenfell and Phillips & Drew managed a significant proportion of UK fund assets – few will recognise such names now. Nowadays US and European organisat ...

30/11/2016

The Primary Reason for Career Derailment amongst Top Executives…

According to the Centre for Creative Leadership the primary reason for career derailment amongst top executives is lack of Emotional Intelligence (EI). Decades of research has also revealed that EI is the reason why people with average IQs outperform those with the highest IQs 70% of the time. Moreover, studies of 500 organisations worldwide have in ...

26/11/2016

Wondering why you aren’t being promoted?

If you aspire to reach the top of your organisation i.e. secure a board position or go beyond – but are questioning why your career path has reached a plateau – our research shows that the answer may lie in your leadership skills (or lack of them). Your ability to engage people should not be underestimated, especially in the current financial climate wh ...

15/11/2016

The Loneliness of Leadership

Research indicates that many leaders experience feelings of loneliness and isolation, even though they are often surrounded by colleagues at work. It can help if the leader feels that colleagues share the same vision and values as they do, as this can create supportive emotional connections. But even then, it is the leader who has ultimate responsi ...