AI has become more than just a buzzword – it’s a pivotal tool that drives innovation, productivity and efficiency across most organisations. As a manager and leader, incorporating AI tools into your team’s workflow can improve transformation, streamline processes and help prepare for employee ownership.
One of the most powerful tools in a leader’s back pocket is the ability to resonate with their team. Stories have the unique ability to convey complex ideas, create emotional connections and inspire action. And if you have the ability to communicate in this way it will help your team relate with you on a more personal level and build trust.
With the ‘great resignation’ taking force after the pandemic and the working world changing faster than the UK’s weather, managers need to be agile and adapt, steering their teams through this unpredictable future. We believe in the power of people and if your team is empowered and well-equipped this can be the secret sauce to keeping top talent and the growth of your business.
Students must be equipped with the skills to Leadership styles can make or break an organisation, especially in an employee-owned (EO) business where collaboration, trust and shared responsibility are key. But not all leaders operate the same way – some are all about strategy, while others inspire through charisma or lead with empathy. So, which type of leader are you?
I’ve had the pleasure of serving as a non-executive director on the board of Valloop for several years. My journey with Valloop began when I was introduced to Stephen and Jim and their innovative approach to employee ownership shortly after chairing the ‘Ownership Dividend’ inquiry
In any team, conflict is inevitable. But instead of viewing disagreements as a negative, they can be used as stepping stones to innovation and growth.
As companies explore new collaborative business structures, Employee Ownership could be an appealing model. However, many think the change to such a new way of working is laden with multiple challenges.
2025 is bringing big shifts to the workplace, for senior leaders and managers, keeping up with these shifts is necessary to ensure the culture and morale remains as well as it can be.
Simply ticking off boxes on a diversity checklist is not enough to create a truly inclusive environment. Real inclusivity goes beyond metrics and encourages a culture where everyone feels valued, heard, and empowered to contribute. Building such an environment requires continuous efforts, intentional strategies, and, most importantly, action.
Traditionally, leadership has been associated with top-down authority and decision-making. However, lately we have seen the dynamics shift. Leadership needs to adapt to a more collaborative, inclusive and participative role.
