Entries by dave

Establishing Key Differences between Coaching and Counselling

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

Accountability or Responsibility – The Achilles’ Heel of Leadership

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.

The Importance of Trust in Business

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.

A Window on an Alien World: Development Centres in the Context of Director Competencies

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.

The Key to a Stress Free Life

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”.

Managing Teams at Work

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.

Introverted Executives – Understanding Your Type & Strategies for Optimal Performance

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.

Personality Profiling in Organisations – a Requisite for Success

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.

Emotional Capitalists – The New Leaders

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.