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Guest post by AIM Senior Research Fellow Dr Samantha Johnson

Remember: If someone’s trying to pull you down that means they’re already beneath you? - Karen Salmansohn

A manager or a bully?  A bully or just tough?  Is there a difference? 

If I feel bullied, therefore I am.  Correct?

Nope.  Not necessarily. And that’s good news. 

Too many bullies get away with bad behaviour – sometimes under the guise of being political, or simple being in a senior role. 

We all do our best to not start off on the wrong foot with clients. Sometimes it can be difficult to manage client relationships however, when we take into account the multitude of diverse personalities and organisation cultures we need to deal with. You may have an energetic and welcoming style that some more conservative clients might not appreciate. Conversely, you may have a professional and corporate manner that may make some of your more laidback clients feel uncomfortable.

We spend a lot of our time at AIM thinking about the training needs of Australian managers and leaders. As the first education provider in Australia to use the Harvard Case Study method in business education, we’ve always been on the lookout for the best way to provide cutting edge professional education products to experienced managers. One of the many methods that we use to develop our training programs and one that we also teach in our suite of Training and Assessment Programs is a training needs analysis.

Today was going to be the day. You had eight hours of quality, nose-to-the-grindstone time that you were going to maximise every minute of. The day would be over and you’d be on your way home with a sense of quiet satisfaction from the way you crossed priority tasks off your ever growing list.

Now it’s 5:30pm, you’ve got a bus to catch and you’re wondering where the day went. You haven’t even crossed item one off your list and it’s grown by another seven tasks. How are you ever going to get anything done?

Guest post by AIM Senior Research Fellow Dr Samantha Johnson

Intuition will tell the thinking mind where to look next. Jonas Salk

Are you intuitive? Or are you an intuition sceptic?  Or perhaps you’re not sure either way?

Is intuition the domain of women only?  Can men be intuitive? 

Is intuition worthwhile?

Should managers be intuitive at work?

Yes. Go for it.  Managers who use intuition fair very well. 

By Kirsten Lees

If you were born today, you would be 80-years-old before the gender pay gap is closed and women and men earn the same money for doing the same work.

That’s a whole career away, even for people not born yet.

The numbers differ depending on who is counting, and what they include when they compare pay rates, but whichever way you do the maths, men are clearly being paid more than women.

Guest post by Alison Vidotto

We hear so much about purpose and its role in leadership. Rightly so, purpose is very important. We know that accidental leaders often fail to engage their team.

Leadership should always be purposeful, that’s how we will develop and grow ourselves and others. It is ultimately how we will achieve the results we are after.

So what is purposeful leadership? It is a committed leadership style that reaches far beyond the position, it encompasses the development of people at every level of an organization.

By David Reynolds

Given the number of leading companies canning their performance management system, it begs the question: is the traditional process on the way out?

And if so, what will be the future way of measuring the performance of teams?

Global organisations such as Microsoft, GE, Google and Deloitte have recently disbanded the traditional performance management process. Some have scrapped performance management altogether and others are managing performance through regular reviews, discussions and coaching sessions.

Why is this?