Do people avoid "keeping you in the loop" or giving you too much information? Are you tempted to snoop around their desks? If your team have tried to include you in their projects and you have changed everything or taken control for no real reason other than you "mean well", then you may be a control freak.

Control freaks typically have three attributes in common:
 

1. They genuinely believe that they are doing what is best for the people they are controlling. Take note of this for yourself. Don’t make the mistake of believing that you are not over controlling because you have good intentions, or that your controlling nature is justified because of your good intentions. Learn more >>

Resilience and Redundancy

It's stressful being made redundant. When organisations "restructure" and colleagues are made redundant, it affects everybody in the organisation - not only those asked to leave. The survivors also experience trauma, but of a different kind. This trauma is known as Survivor Syndrome.


There are four specific stages of Survivor Sydrome:

Relief

Being thankful that it wasn't you.


Guilt

Wondering if you really deserved to keep your job when others had to leave.


Envy

Wishing that you HAD been made redundant, because they all got a large settlement.


Resentment

Being annoyed that you are now expected to take on extra work for the same pay.

  Learn more >>

If your organisation has recently been through a series of redundancies, then it probably has Survivor Syndrome.

1. Are people insecure about their jobs?
2. Is there an increased fear of the unknown?
3. Have people stopped trusting management?
4. Is there less loyalty than a few years ago?
5. Are people uncertain of their skills and abilities?
6. Do people seem highly-stressed?
7. Are people struggling with low self-esteem?
8. Are people unusually risk-averse?
9. Has productivity decreased?
10. Has absenteeism increased?
11. Is there a loss of organisational pride?
12. Do employees appear to have low morale?
13. Have you noticed any acts of sabotage?
14. Is there an increased resistance to change?

If you have answered yes to eight or more of the above questions, and some of your team have recently been asked to leave the organisation, then your workplace probably has Survivor Syndrome.

Sport for athletes with a disability has existed for more than 100 years. Introduced after World War ll, sport as rehabilitation and treatment helped meet the medical and psychological needs of the many injured soldiers and civilians. In 1944, a spinal injuries centre was opened, which saw rehabilitation sport evolving into recreational sport, which in turn led to competitive sport.

The first competition for wheelchair athletes was held on the day of the Opening Ceremony of the 1948 Olympic Games in London. The concept grew rapidly and in 1960, the first Paralympic Games were held directly following the Olympic Games in Rome, Italy. The event used the same venues and format as the Olympic event and included 400 athletes from 23 countries.

With such rapid growth in competitive sports for athletes with a disability, numerous international sports organizations were formed to represent athletes. However, these organizations are either limited to one disability group or to one specific sport and an umbrella organisation that represented all athletes with a disability was needed. Learn more >>

Did your leadership programme work? You've attended the course, got your staff to attend the same course and you've all completed the booklets. But have things really changed? Are staff feeling positive about any changes? Does everyone understand each other (and work better together) now? Learn more >>

Stephen Neal is working on a project with Surf Life Saving New Zealand (SLSNZ) to create a more collaborative organisation. SLSNZ has recently restructured itself to remove much of the regional fragmentation that currently exists.
 
The next phase of the transformation is to refresh key collaborative organisational processes and behaviours.
 
SLSNZ are seeking to create a more effective and efficient organisation that is able to work as one team, rather than a number of isolated units, leveraging its strengths to make a bigger difference to all.
 
As the Surf Life Saving community exhibits good collaborative behaviour, it creates an ideal platform from which to build.
 
The project will target key leadership groups to develop more collaborative processes and to adopt more collaborative leadership styles. A collaborative leadership style is focused on empowering others, facilitating dialogue and good decision-making amongst key interest groups. 
  Learn more >>

By Vic Hewson and Paul Stewart.    Aside from “our people are our greatest asset”, is there a more ubiquitous corporate statement than “organisational culture is what differentiates us from the rest”? Learn more >>

                                          According to the 2008 Global CEO Study, the future of organisations are characterised by accelerating and uncertain change. CEOs that participated in this study are EMBRACING this change rather than resisting it. Learn more >>

LAPD chief Bratton focuses on tipping point leadership.

Los Angeles Police Department Chief Bill Bratton has earned himself a reputation. He was in charge of both the Boston and New York City Police Department when they went through their significant crime-fighting turnaround. In New York, serious felonies were down 33 percent during his term. Bratton oversaw reforms in bureaucracy and policing in New York, producing exceptional results where crime rates plunged and quality of life improved. By the time he left New York, the murder rate had fallen to 984 a year, down from a high of 2,262 in 1990. Learn more >>

The tipping point is that place where “something has gathered enough momentum or reached a critical mass and begins to multiply out of control.” Learn more >>