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If we depict this paradigm shift in colour terms, we see an olive-green consciousness emerging. Olive green consists of yellow and green. Yellow translates as the desire to do the right thing. Green recognises the need for greater harmony and a more unified approach. Alternatively, olive green marries the power of systems and the growth of the knowledge economy yellow , with a deeper realisation of the value of self-care and the need to recognise the impact of our actions on the planet green.

Achieving The Impossible: A Fearless Hero. A Fragile Earth by Lewis Pugh

Yellow and green blend together to create a desire for a more authentic way of leadership. So is it any surprise that millennials are questioning what a potential employer stands for over and above the opportunity that an actual job represents? Colour is universal At Art of Leadership, we have designed a set of tools for businesses that are based on eight colour principles [pictured]. We use these principles to get to the root of systemic issues and transform cultures. In our work, we use colour in many ways. It is much more than a psychometric profiling tool.

The secondary is often the shadow colour, so it is less obvious.

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Colour is a universal language that cuts across cultures. Every leader and every organisation has a leaning towards certain colours, and those colours reveal much about them. For more information on colour and leadership in organisations, join their LinkedIn group Colourful Connections.

Power off A digital detox can result in better leadership and much more productive meetings Writing Andro Donovan. Setting aside five minutes of silent space, with no digital distractions, before the start of management meetings pays dividends. It encourages everyone present to be collaborative and communicative, and to participate more fully. This may seem a radical step, but sometimes it really is the only way to make sure that everyone is mentally present.

When executives sit in meetings writing texts, looking at messages or even finishing off calls, they are unconsciously contaminating the safe space. I have spent many years in boardrooms all over the world, helping senior management teams become more effective at leading their organisations through the rough and challenging terrain of change.

Why Leaders Lose Their Way

Yet the biggest change always begins with them. Agreeing not to check mobiles during breaks is a good way of keeping people focused, even if it has the potential to be an unpopular measure. If you allow people to dive into their phones during a five-minute natural break, the chances are that they will be late back and their focus will have been hijacked by the last five emails they read.

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  8. If you can get buy-in for this guideline it will encourage individuals to speak up, think more clearly, explore problems and issues more deeply, innovate and work better with team members. Ultimately, it will also foster a healthier management culture. So leaders need to be more comfortable about enforcing a digital detox in meetings with the aim of making them shorter, more efficient and more productive.

    The results will be greater participation from attendees and a better final output. For example, leave your mobiles outside during meetings. This will help with focus and concentration. This lets people know their full participation is required and they are valued. Asking them to put. Boredom or inactivity could prompt them to check their phone for messages. Boardroom tables can make it difficult to have direct eye contact with everyone present and suppress open and honest communication.

    Instead, provide flip charts and coloured bold markers so that people feel they can jump up and present ideas. Thanks to push notifications, text messages and emails, our phones are constantly buzzing, diminishing our productivity. Technology addiction is real and it is wreaking havoc on our mental health.

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    A finding from a recent survey by professional services firm Deloitte highlights the scale of the problem: apparently, one in three UK adults is so enslaved to their phone that they regularly check it in the middle of the night. Meanwhile, cyber psychologist Dr Mary Aiken, author of The Cyber Effect, believes that the average person checks their phone times a day. The best place to start is always at the very top — yes, I do mean the boardroom. Digital distractions are rife here, which is why it should be a focus of your attention. You should also develop new protocols for digital devices to prevent managers throughout the organisation from being sidetracked by nonessential communication.

    Make a good job of this and you should start to see measurable results in the form of greater engagement, productivity and trust in your workplace. So, what are the protocols you could consider? The last decade is littered with high-profile disasters, including the collapse of Rana Plaza in Bangladesh, the Deepwater Horizon oil spill in the Gulf of Mexico, and the Alton Towers rollercoaster accident in the UK.

    The answer is leadership. According to the International Labour Organisation, more than 2. In the UK alone, 46 company leaders and managers were prosecuted for safety failings in , including 12 who received prison sentences. Yet even US chemical company DuPont, once regarded as a world leader in safety, got it wrong when four employees lost their lives in a workplace accident in So what can leaders do to create a good safety culture within their organisation?

    While an effective risk management system is important, you will really drive change by placing people at the heart of what you do on safety. The bigger challenge for most is being able to communicate on safety in a way that is meaningful — engaging workers, inspiring action and driving progress. Where to begin? I suggest you start by sitting down and defining just why safety is important to you — no corporate spin, straight from the heart — and then share this with everyone in your organisation.

    Out of control? Take a practical approach to rescuing projects that have gone off track Writing Peter Taylor. Change is good; change is needed; change drives, well, change. In fact, the strategic direction of any organisation is achieved and steered by change. What is more, we have a world of increasingly skilled project-managers to lead this change. So, what can be done in practical terms to turn the situation around? The project manager has not been given a realistic amount of time to manage the project and do the job properly — perhaps due to the pressures of other work, resource availability or competing projects.

    So if the project is off track, do you need to allow the project manager to focus solely on this one? Is it important enough, or do you need a new project manager to step in? The executive project sponsor is not good enough — they leave the project manager to just get on with it. In the event of a faltering project, do you have a project sponsor development programme in place?

    Is there an alternative sponsor available to help or even take over? Do you have a project management office, or similar, ready to step in? Once the project begins, risk is never considered — which can lead to nasty surprises. If an unexpected issue is derailing the project, can you bring in some additional. Good analysis and good reporting are critical to ensuring that the precious portfolio of change is well looked after and cared for in a management-by-exception way. They allow the business to see the state of the projects in that portfolio and to get a better understanding of the risks that could potentially hinder the successful outcomes of those projects.

    I am not about to advise you on which portfolio reporting or dashboard solution to choose, but I would like to offer some general advice. In my book, Project Branding: Using marketing to win the hearts and minds of stakeholders, I recounted the following tale: There is a great presentation by US management writer Tom Peters where he talks about organisations that get so big they forget about some of the basic, simple, everyday stuff.

    He pauses for effect and sums up.

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    This product was most likely used by this guy in a shower without his reading glasses when he needed to distinguish between two almost identical bottles of shower gel and shampoo. Result: frustration and improper use of products.

    You could argue that. While you are at it, can you run a full risk assessment for the project, here and now, in its current state, to prevent the arrival of further risks causing problems? There is no effective communication. The right information, delivered in the right way, at the right time, to the right person, is the only effective model that works.

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    Can you do some forensic work on the communication plan and stakeholder engagement to find the gaps and fill them? Lastly, what about the scope of the project? Change is both the greatest opportunity to a project. The trouble is, you need to identify the shampoo bottle first to then use it, and for it to truly become fit for purpose. When it comes to reporting, this very much applies. Yes, you can have the all-singing, alldancing approach, and good luck to you.

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    You might need it, but almost certainly not. But guess what? The alternative approach is to make reporting as minimal as possible — only the bare data available, lean and focused, tight as can be.

    It is a good-looking solution and may well work — but probably not. Someone will want something extra and justify that they need it and suddenly you are making alterations, without any spare material to make that even remotely possible, hoping not to cause an embarrassing rip.