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Articles from members of the LMI UK team.

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Connecting daily activity with the Big Picture

By The Editor | 4th June 2013

  One of the key challenges of any organisation is to connect what their people are doing on a daily basis with their Big Picture goals – their mission and purpose, vision and values. This video shows how to break down the big picture into a Master Goals List, from their to create a monthly…

What Makes An Entrepreneur ?

By Roger Waplington | 22nd May 2013

The burning question today when businesses are faced with the need for change and innovation is how they can get in touch with their entrepreneurial instinct. The rewards for doing so can be enormous. It can transform a business if it can be identified and harnessed.  A recent study consisting of in depth interviews with…

Succession Planning

By Tim Neill | 15th May 2013

Succession Planning  A Very Long View A. G. Lafley, the respected past Chairman and CEO of Proctor and Gamble, after taking over in 2000 made a strategic decision to focus on building an internal leadership pipeline that  produced numerous CEO candidates. He elevated leadership development to the same level of importance as business strategy. On…

What To Look For In A Business Leader At Senior Level

By Roger Waplington | 13th May 2013

Broad perspective and vision of changing business requirements driven by customers needs and competition   Able to influence and collaborate with Senior managers and Directors and Client representatives at all levels.   Able to communicate a compelling vision that inspires others, generates enthusiasm and commitment.    Provide others with a clear sense of purpose and…

10 Ways to Build Trust with Employees

By The Editor | 10th May 2013

By Michael Levy Successful leaders develop relationships with their team based on trust. Employees, when they feel trusted, supported and engaged, will give special effort to leaders they trust. Because the opposite is also true: employees rarely excel under the punitive thumb of someone they do not trust and who they feel does not trust…

Opposing Leadership Virtues

By Roger Waplington | 1st May 2013

Leadership is commonly understood in terms of balancing two basic dualities. Strategic versus operational leadership defines the “what” of a leader’s work. Are you positioning your company to be competitive down the road and driving to produce results now? Forceful versus enabling leadership has to do with the “how”. Can you take the lead and…

Facilitation, Coaching and Mentoring

By Roger Waplington | 20th April 2013

Every person that takes part in one of LMI’s Programmes is facilitated through our unique process by a fully trained member of the LMI team. The facilitator not only imparts knowledge and feedback but also acts as a coach and mentor to the participant.  LMI is not a coaching and mentoring organization but it forms…

Facilitation, Coaching and Mentoring

By Roger Waplington | 20th April 2013

Every person that takes part in one of LMI’s Programmes is facilitated through our unique process by a fully trained member of the LMI team. The facilitator not only imparts knowledge and feedback but also acts as a coach and mentor to the participant.  LMI is not a coaching and mentoring organization but it forms…

Managing a High Performance Environment

By Michael Levy | 19th April 2013

In workplaces all over the UK, there is a drive to improve performance – to obtain better quality and greater productivity. To do so is essential for national and international success in a highly competitive global market – for many, it’s simply a must for organisational survival. But generating better quality and greater productivity is…