Back Issues - November 2004

• Trust
  Why do we deem some people trustworthy and other not? Peter Honey looks at our attitude towards trust and examines the issues raised.
• Distressed or de-stressed? How to create positive energy
  Trainers are generally energetic and giving people. But what happens when their energy levels become depleted? Jenny Summerfield has some sound advice on how to recharge those batteries, realign your energy and keep stress at bay.
• International opinion
  Aviv Shahar reports from the American side of the Atlantic on current coaching practices.
• The psychology of prejudice
  What exactly is prejudice? Is it always negative? And can we learn how not to be prejudiced? Di Kamp helps us to examine all of these aspects and improve our understanding of this complex subject.
• Learning: ensure you get it, keep it and use it
  How should we best evaluate training? We over-complicate and delay at our peril, says Graham O'Connell, who offers three golden rules for successful evaluation.
• Sourcing: in or out?
  Core business functions are being outsourced, and Training and Development is no exception. Alan Bellinger analyses the current trends and recommends an action plan to ensure you can benefit from the inevitable changes that are occurring.
• Focus opinion
  Professor Roger Gill examines the difference between leaders and managers, queries why there has been a disenchantment with leadership and asks where this leaves us in terms of leadership development.
• Rene Carayo
  If René Carayol were a car, he would be more of a Porsche than a Morris Minor. This prominent member of Britain’s black business community is everywhere and he’s travelling fast, as Mike Levy discovers.
• Sailship Success: a metaphor for leaders
  Feeling slightly queasy at the thought of a life on the ocean waves? Julie Hay gives several good reasons why you might want to develop your sea legs as well as your leadership skills.
• Naylor Industries plc: a case study in leadership development
  You might think that a well-established family organisation with a multi-million pound turnover would already have in place sound working structures. After all, the company continues to be successful despite a number of changes. However, Edward Naylor, chief executive of Naylor Industries plc (now into its fourth generation), had concerns that the management structure would need some changing if the company was to fulfil its intended expansion. So he approached The Leadership Trust to put in place its Leadership in Management programme. Samantha Snow, a marketing executive with the Trust, picks up the story.
• Pilot of the airwaves
  We all have opinions about mobile phones – especially when they announce their presence at inappropriate times. But, says Gilly Salmon, we should learn to embrace this presence. And here are her reasons why …
• Netcheck
  In true ‘here’s one I made earlier’ style, Garry Platt takes you through all the stages of putting together your own ice-breaker cum energiser PowerPoint presentation and then focuses on the best websites for body language.
• The Holy Grail
  ‘High performance’ isn’t a new concept, but it has become a current trend. Andrew Mayo looks at its history and assesses it in its modern context.