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October 2013

The Democracy Delusion

It gives me great pleasure to announce the publication of my latest book, “The Democracy Delusion: How to Restore True Democracy and Stop Being Duped.”


You need look no further than the increasing earnings differential and widening wealth gap to see that the ethos of “Liberty, Equality, Fraternity” has somehow been lost and that democracy is failing. With that failure we are in danger of losing the gains of the past 200 plus years and, if things continue along their current path, risk a second revolution. With the advances in technology and our massively enhanced destructive capabilities, who knows what price we would have to pay for that in terms of both devastation and loss of life? Thus it seems obvious that we should take steps to avoid such extreme outcomes.

We cannot do so, however, if we continue with our present forms of governance.

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Can you really manage with non-permanent employees?

As a writer myself, I understand the difficulties of creating “attention-grabbing” headlines and titles. And this week I was struck by the headline, ‘Why the rise in non-permanent labour is fast becoming a C-Level issue.’ Three things aroused my curiousity, possibly more as a result of my own thought processes than the writer’s intentions.

  1. What was the definition of “non-permanent labour?” (With my own research identifying a world-leading company having reduced headcount by 110,000 over the past 10 years it seems clear that no job is permanent.)
  2. Is it rising and why? (How can business leaders expect to build brands if they do not have engaged employees who share the organisation’s purpose?)
  3. Why is it becoming a C-level issue? (Surely all staffing is a C-level issue, and so what makes this unique?)  

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Work-Life Integrity is the Answer

A common theme in articles I have been reading this week is employer brand and the creation of places where people want to work. These were perhaps best represented by this article in HR Magazine. Yet I cannot help wonder why it all appears so mystical and mysterious. Surely it is obvious?

Work-Life Integrity_000008482342XSmallAfter all, if we only have one life, it seems self-evident that we should all want to make the most of it. And work is large part of life. Thus you don’t need some academic writing in Harvard Business Review to tell you that, “People want to do good work”, “in an organisation that makes a difference” and “in a place that magnifies their strengths.” For anyone with an ounce of humanity that should be a no-brainer!

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The Performance Paradox

Paradox_000004474493XSmallAt the European Association of Change Management Professionals (ACMP) conference in London earlier this week, a speaker introduced us to Neuroscience, a clearly complex topic and definitely not something one can claim to be an expert on after a 45 minute session! I did, however, learn 3 key things which I hope will stick with me for more than the duration of the conference, and I would love to share them with you now.

  1. Threat is bigger than reward.
  2. The brain searches for threats every 5 seconds.
  3. The “SCARF” Model.

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