Training
How managers can give useful feedback
Useful feedback is specific, timely, about the work and followed by a next step. A practical method for managers, with phrases to use and mistakes to avoid.
4 min readRead article
GullyHR Blog
Training
Workplace behaviour and the management capability a growing business runs on.
Looking for the service rather than the writing? Soft Skills and Management Training.
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Training
Corporate training that changes behaviour: designing follow-up after the workshop
Follow-up is half the design of a training programme, not an afterthought. How to plan practice, manager check-ins, peer pairs and the evidence of change before the workshop is booked.
7 min readRead article
Training
The decision made by whoever spoke first: critical thinking for teams that are busy
A proposal, a confident voice, a nod around the table, and a wrong decision nobody examined. What critical thinking and problem-solving training gives a team that has no time, and the four questions that would have caught it.
7 min readRead article
Training
The manager who was right and lost the room: emotional intelligence as a working skill
He had the facts, made his case, and the team stopped listening halfway through. What emotional intelligence training covers when it is stripped of jargon, why it is mostly noticing, and the three moments in a working week where it decides outcomes.
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Training
The meeting where nobody said the thing: communication skills for people who are not junior
Eight capable people, forty minutes, and the one problem everyone knew about left unsaid. What communication skills training covers for experienced staff, why it is rarely about speaking clearly, and the three habits that change what gets said in a room.
7 min readRead article
Training
The standards nobody wrote down: professionalism and work ethic as a shared agreement
A new hire kept doing things that were 'obviously' not done, and nobody could point to where it said so. What professionalism and work-ethics training actually covers, why it fails as a lecture, and how to turn unwritten expectations into a standard a team agrees to.
7 min readRead article
Training
The team that stopped when the plan changed: what adaptability training is actually for
The client moved the deadline, the process changed twice, and a capable team went quiet. What adaptability and resilience training covers when it is done honestly, what it cannot fix, and how to tell a skills gap from a management one.
8 min readRead article
Training
Two good people who cannot work in the same room: interpersonal skills beyond personality
Both competent, both liked, and unable to collaborate on anything. What interpersonal skills training addresses that conflict management does not, why it is mostly about working styles nobody has named, and the exercise that fixes most of it in an afternoon.
7 min readRead article
Training
Promoted on Friday, managing on Monday: the first 90 days
Your best engineer now runs the team and nobody told them how. What the first ninety days should actually contain, and what the business owes them.
8 min readRead article
Training
Why the Saturday training changed nothing
Good trainer, engaged room, excellent feedback forms — and no observable difference six weeks later. What went wrong, and what a training day needs around it.
8 min readRead article
Training
The email nobody acted on: writing so people do the thing
Four people were copied, everyone read it, nobody moved. What separates an email that produces action from one that produces a thread.
7 min readRead article
Training
"I just get a feel for people": why structured interviews win
The manager with thirty years of experience and a great instinct has a worse hit rate than a scorecard. Why, and how to run interviews that predict performance.
8 min readRead article