Blog

When does difficult behaviour become toxic

Leaders and managers often ask us to run training or coaching programmes to help them deal with difficult behaviour - it’s the most common request for training we get. It’s not surprising, difficult behaviour in the workplace is time consuming and frustrating. Even the most cohesive team may experience it.

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Tuckman’s stages of team development – how to keep innovative organisations performing

The four stages of team development by Bruce Tuckman is a core management model most leaders are familiar with. Teams start by ‘Forming’ and then go through a series of stages that eventually see them arrive at ‘Performing’ – with the advantages of being self-motivated, autonomous and competent.

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Supporting your team through difficult life situations - is there a magic formula?

Stressful life events don’t have to be work-related to impact on performance or the workplace. It’s human nature to be affected by the challenging events that life can bring our way. Unfortunately, taking them into work is often unavoidable.

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Self Care for High Achievers

People who are motivated to achieve are always looking to improve, drive quality and love getting stuck into complex problems.

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Why emotional regulation is a creative and innovative organisation’s secret weapon

We’ve all seen emotions displayed at work. As humans, it’s almost impossible to hide our emotions and often they can be a good thing – showing positive emotions at work can be highly motivating and engaging.

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How to successfully integrate values into your organisation

Anyone who’s worked on an organisational values exercise knows how painful the process can be. You start out wanting to build something inspirational that truly reflects all that is great about your organisation; instead, you end up in endless wrangles over the right kind of words and ‘what’s the point of this?’ discussions.

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Our leaders don’t behave our values - what can we do?

Last month we looked at how to integrate your values into your organisation – and we emphasised the importance of getting your leaders on-board to ‘walk the talk’. But what happens when they don’t – or even do the very opposite – what can you do?

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Why aren’t my brilliant people being brilliant?

You’ve invested a huge amount of time and resources hiring the best people, you’ve got them in the right roles and are rewarding them well for their contribution - but you just don’t seem to be getting the success you’d anticipated.

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