Increasingly housing leaders are being put under immense pressure. Success depends on having the right team; however, the team that was well equipped to get you to where you are today may not be the one to ensure success in the future. Similarly, effective personal approaches to managing the team in the past may require changing for leading the team into the future.

In this article Have I Got the Right Team? Steve Botham outlines key considerations for leaders seeking to freshen their team and successfully meet challenges ahead.

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As a leader you face many challenges day by day as the pace of change becomes ever more frenetic. Caret specialise in providing short, sharp and challenging support through coaching, mentoring and workshops. At a time when getting change wrong results in heavy costs, lost productivity, undermined reputation and frustrated customers we help you deliver change effectively.
 
We are experts in leadership in a changing context. The old models may not always meet the needs you face currently. There are very high expectations on our leaders with little scope for mistakes.
 
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In order to thrive over the next two to five years, what are the two most important priorities for your organisation to focus on?  Our work shows (and research confirms) that this is a very difficult issue for most businesses – including housing associations - to decide and implement.

Nevertheless we notice that, in the face of rapid change and unpredictability, successful organisations develop and maintain clarity, focus and alignment for all contributors. Using the story of a famous voyage (Apollo 11) we are going to illustrate how this is done. Click here to download 

Are you a healing leader or a hurting leader? In this article Steve Botham looks at the current challenges facing leaders in the public sector.

It is hoped this article will help leaders rebuild after times of significant disruption, uncertainty and hurt.

Caret specialise in leadership and change. Increasingly we are working with leaders to bring clarity and focus and to review the impact of recent change. Effective change we argue is not about ‘hope’ or ‘luck’ but about the quality of actions taken by leaders.

Short, sharp, interventions can be extremely cost effective. Caret’s support includes high impact coaching, change development work with teams and career management for displaced staff.

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Caret provides high impact professional support focused on managing challenging transition successfully. This is a time of high risk for local government with potential drops in productivity and engagement; extra costs from implementing change badly and the inefficiencies that come from misalignment.

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Jose Antonio Abreu started El Sistema (‘the system’) with the aim of helping disadvantaged Venezuelan kids to play a musical instrument and be part of an orchestra. Since its inception in 1975 El Sistema has seeded 102 youth orchestras, nurtured 250,000 musicians and developed some notable stars including Gustavo Dudamel, now music director of the Los Angeles Philharmonic. In this article, Danny looks at how Abreu identified that it’s not talent or even hard work that is foundational to high performance: "We were looking for exceptional kids," he said, "and what we found were exceptional conditions."

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At a recent Caret Leadership Forum event, we were delighted to welcome Professor Prabhu Guptara, Executive Director of Wolfsberg (Zurich), the Platform for Executive Development and part of UBS. Here we share Prabhu’s wisdom on the state we are in, the origins and consequences of the crash and expectations for the future.

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Leadership does not happen in a vacuum – good leaders in one situation can be terrible leaders in another and different situations demand different leadership qualities from us. In this article, Prabhu Guptara looks at how it is not only our qualities as leaders that is important; but also the fit between those qualities and the environment that we are in.

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Responding and adapting to the unprecedented challenges of the current crisis is key to survival - ‘change or die’ will be the organisational mantra that will take us through to 2010. Every industry and sector has its own brutal truths. In this article, Oliver Nyumbu discusses the lessons to gain from the examples of other business environments.

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