HR Magazine has become the official press sponsor of the Leadership & Emotional Intelligence Summit on 9th March in London

We have updated our Career Coaching page.

Its more than just development.

DCP would like to welcome our newest member of staff, Sarah Mawhinney.

Everyone makes their job their own. Subtly they shape it to fit their own skills and experience. The job itself is not subverted; rather it is adapted so that the individual finds the easiest way for him or herself to deliver the required results.

In his book “59 Seconds” Wiseman offers these ten tips on how we can all be more successful in keeping our resolutions and reaching our goals in the New Year.

DCP would like to wish all our clients, colleagues and associates a very Merry Christmas and a Happy and Prosperous New Year.

Davitt Corporate Partners are proud to be a Premium Sponsor of the Leadership & Emotional Intelligence Summit in London on 9th March 2012.

What “biofeedback” is and why this not-so-new therapy could offer new treatment possibilities for many conditions such as stress both at work and in your personal life.

DCP are now offering the full range of Hogan assessments to our clients

DCP are delighted to announce the successful launch of our new bespoke 360° Feedback Questionnaire.

Happy Thanksgiving to all our American friends, colleagues and clients from everyone at DavittCorporatePartners

It was a crisp but thankfully dry Friday morning when approximately 60 senior executives gathered at the Hampton Hotel for an exclusive breakfast briefing with Dr. Martyn Newman.

DCP has launched a new website dedicated to our Career Coaching & Outplacement services.

Other contributors of ground breaking ideas on how to succeed at local, regional and global levels included:

Absolutely world-class presentations by the following have added to our drive to be leading edge in both our thinking and what we can offer our clients.

DavittCorporatePartners were delighted to host a table at the Institute of Directors Autumn lunch in the Four Seasons Hotel where An Taoiseach Enda Kenny TD was the Guest Speaker.

David Keane attended the "Igniting Innovation & Ideas" Conference in Manchester in September. The full conference report is attached courtesy of Benchmark for Business.

In a first for Davitt Corporate Partners, we have a blog entry from an employee of a client. James is a Director of Financial Planning with ICON plc and was asked to write this blog for ICON's website. We liked it so much, we asked him if we could put it on ours!

Davitt Corporate Partners are delighted to announce that we will be hosting a breakfast briefing with leading expert on Emotional Intelligence, Dr. Martyn Newman Phd, D. Psych

It is becoming increasingly crucial for leaders to know how to use emotions to influence, at an individual and an organisational level. Aside from regulating their own emotions, managers often have to deal with and manage the emotional behaviour of others.

Every organisation plans and feeds back to a greater or lesser degree but there is a tipping point that only a relatively small number reach. When applied to the proper extent, planning and feedback become game changers; they allow managers and management click together like Lego. They provide the mechanism and the anchor through which the individual and collective change can be achieved.

“Companies change the way they operate when the people in them change the way they behave”.

An interview with Adrienne Davitt from InGovernment Magazine on how the ongoing support and development for Business Leaders is crucial to all companies today.

We advocate an approach to succession planning that is informed by a comprehensive risk analysis of the key individuals within the organisation.

In 2008 the business landscape changed. Banks faltered and failed, currencies became volatile, commodity prices soared and credit and capital became scarce or even non-existent.

Handling failure and blame is a key to managerial success. But roughly 70 % of Americans have a personality type that tends to react inappropriately when things go wrong.

The performance of elite athletes and those who excel in business is alike in many ways and both of these high performing groups can learn much from one another and how they excel in their relative fields. Countless research endeavours have found that how top sports people approach their respective games – and often their professions – is akin to how business leaders drive change and growth in organisations.

DavittCorporatePartners are delighted to announce that we have been appointed as one of ESB’s preferred suppliers of Psychometric Testing services for their Senior Management Selection Process.

Personality and Organisations

Change is inevitable in all aspects of life. In the business world the rate of change is ever increasing, with new technologies, new competitors, new products, new markets, new customers and new demands appearing every single day. Because it’s going to happen whether we like it or not, change should be looked upon as an opportunity for growth and development – a way to make ourselves as people and the environments in which we live and work better.

Read an interview with Adrienne Davitt in the Sunday Business Post

During what can be a very challenging and often potentially difficult period, we at DCP have established an extremely professional, supportive and progressive programme

Talent management is as important now as ever before. There is a new burning platform for managing talent, assessing talent and, of course, developing talent. As each organisation in its own way is facing a new business paradigm, HR and talent professionals must respond. As with the new business paradigm, talent management is faced with new challenges as we face into the new decade. The challenges are ones of changing demographics, global mobility, generational differences, analytics (moneyball talent management) and social media, to name but a few. This presentation highlights some of these challenges and how we should and could respond.

About 70 per cent of organisational learning takes place on the job, through solving problems and through special assignments and other day-to-day activities. Another 20 per cent occurs through drawing on the knowledge of others in the workplace, from informal learning, from coaching and mentoring, and from support and direction from managers and colleagues. Only 10 per cent occurs through formal learning, whether classroom, workshop or, more recently, e-learning.

Why are leaders followed? The concept of emotionality and leadership is particularly relevant in addressing this question

The area of emotion in the workplace is one that is easily overlooked by top level management. Previous to the last decade emotions in the workplace have mainly been discussed as a hindrance to good management, as a distraction to rational decision making or a byproduct of interpersonal conflicts.

Most of us agree that great leaders are those that inspire us to act and give us a sense of purpose that has little to do with any external incentive or reward. They have a remarkable ability to tap into the very personal, intrinsic motivations that drive each of us and help us reach for something better in ourselves. And we know that people who love going to work, are more creative and more productive, and they treat their colleagues, clients and customers better.

Nine tips to increase your self-awareness and manage your personal impact.

Smart people see feedback as a rich source of information that can help them to recognise and celebrate their successes whilst highlighting areas that they can improve upon thus ensuring their continued success into the future. Smart organisations create a culture in which feedback is not only accepted but it is promoted, valued and both given and received in abundance.

Have you ever been in a group situation where someone has taken control of the group by describing their clear vision for the group’s goals, a real passion for the work to be done and an ability to make the rest of the group feel energized?

With the globalisation of the economy and the diversification of the labour market, more and more organisations are relying on multi-cultural teams (MCT). Although MCTs often produce more creative solutions and better quality decisions, they can also bring with them complex group dynamics, unique communication issues and a greater potential for interpersonal conflict.

Great businesses are headed by great leaders. There are a handful of charismatic figures who lead high-profile organisations and names such as Jack Welch of GE and Steve Jobs of Apple come easily to mind. There are, however, many, many more very successful businesses where the catalyst for that success is as effective but less visible to the outside world.

Times are tough. Economies are faltering. Businesses are under increasing pressure. Now is the time for organisations to capitalize on their strengths, particularly their human capital, and one way of doing this is through employee empowerment. Empowerment is a buzz word that has been bandied about for many years – overused and misused in many contexts – but what exactly is it and how can it be best achieved in order to make sure that your business makes the most of its human capital?

This year, are you wrestling with delivering the same results on a reduced budget in your role? Are you trying to pick up the pieces in an organisation where your colleagues have been made redundant? Are the demands of your work role affecting your enjoyment of the other roles you have in your personal life?

Using the services of a business coach can be instrumental in professional development and identifying the right career direction. Carmel Doyle reports.

If redundancy and workforce transitioning is managed properly, businesses can ensure that valued employees make the transitions into new roles and organisations, while remaining staff are kept motivated and engaged, according to DavittCorporatePartners, Ireland's leading organisational psychology consultancy, which provides client's with proven psychological solutions to enhance their business performance.

It seems that stress has become an unavoidable side effect in today’s workplace. Rapidly changing market demands have added an extra layer of unpredictability and stress to the already stressful day to day experiences of many businesses in Ireland. Increasingly the causes of increased stress are outside our control, when this is the case the best way to tackle rising stress levels is to prepare yourself and begin to learn how to modify your response to these unexpected and increasingly difficultstressors. This article will offer some tips on how you can begin to actively manage your own stress levels.

Most readers of this article may own a car and many will drive a car on a daily basis. We get in, start the car, drive off and arrive at our destination. Very few of us are aware or conscious of the complex mesh of knowledge, experience, judgement and co-ordination that are involved in what, for many of us, is a basic, routine daily task. There is a name for this – it is called “unconscious competence”. This term describes behaviour that is so deeply embedded in our routine that we do not know that we know how to do it!

Although coaching and counselling represent relatively recent additions to the range of human service professions, both have undergone significant growth and development over the last few decades. In fact it has been reported that coaching is now the second-fastest growing profession in the world, rivaled only by information technology

The difference is stark – Brian works almost 100 hours a week and feels that he has no time to relax. Alan averages 50 hours a week and has a good work/life balance. How can we understand this difference? Essentially both Brian and Alan want the same things, to deliver growth and shareholder value. The difference is the way that they approach this.

Trust in an organisation will be based on trust in the people who make up that organisation. Trust is necessary for effective communication and cooperation without which an organisation could not function.

The body of literature relating to human resource management is replete with reports on the use of competency frameworks which are weighted heavily towards blue-collar, administrative and management roles within organisations. In the 1990s a body of work has emerged to establish director competencies. This article will report experiences drawn from the use of director level competencies in three different organisations.

While it is generally acknowledged that stress profoundly influences the way in which we think and behave, few people fully understand why this is so. Recent research shows that the reason for our changed thinking and behaviour under stress is that stress causes parts of the brain to "switch off".

Teams are the crux of business life. Working in teams not only gives people a sense of belonging but it allows complex issues "that require a wide range of skills" to be addressed, thereby improving businesses' technical and organisational quality.

According to eminent psychologist Carl Jung, people are innately different in the way they prefer to do things and one key dichotomy on which people’s preferences tend to vary is Extraversion versus Introversion. Jung’s typology theory purports that an individual’s natural preference for one of these functions over the other leads them to direct energy towards it and to develop behaviours and personality patterns characteristic of that function. In the context of organisational effectiveness, Jung’s theory, and more specifically his research around extraversion/introversion preferences, has significant implications and indeed applications in terms of executive behaviour.

The study of personality represents one of the largest areas of research within the entire discipline of psychology and one that has great significance in terms of its applications in a variety of organisational domains. Personality can be broadly defined as an enduring style of thinking, feeling and behaving that reflects how each person adjusts to their environment.

In a word, Yes. An investment in a first-class Outplacement Programme can yield substantial returns – something that is all too rare in the current climate.

DavittCorporatePartners is pleased to announce that world-renowned expert on Leadership and Emotional Intelligence, Dr. Martyn Newman is returning to Ireland for a series of events in late October / early November 2009.

The one certain feature of current business life is constant change. In this climate, the ability to deal effectively and productively with uncertainty is one of the key differentiating characteristics of the successful business leader.