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Balancing volunteer needs

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Written by John Berry on 25th March 2024.0

3 min read

The idea that volunteers can experience a different life from that in employment is obvious. One experience may compliment the other, then satisfying otherwise partially satisfied needs. One experience may supplement, enhancing the skills used, together satisfying more needs, or satisfying the same needs more deeply. This article explains more on supplementing and complementing needs.

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The argument for strategy in civil society organisations

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Written by John Berry on 10th March 2024. Revised 13th March 2024.

2 min read

A strategy is a model of a reality – a reality that visionaries and senior managers hope will in time come to pass in the civil society organisation. Visionaries and senior managers in civil society organisations must think hard about the future. And then apply their conclusions as strategy. But perhaps the future is not knowable? Uncertainty might demand strategic agility, reacting to opportunity. But strategic agility itself must be planned for – and so circuitously, we’re back to strategy.

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Strategy from foundations to results and repeat

Building organisation strategy on sand

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Written by John Berry on 31st January 2024.0

4 min read

Vision, mission, aims, and values. The four trite statements. Strategy built from them is likely based on sand. Strategy begins with the most basic questions. What are our stakeholder needs ? And what problem do they have that we can solve?

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TEPID OIL makes desired capability a reality

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Written by John Berry on 25th March 2022. Revised 5th December 2023.

6 min read

Management is not about the manager – it’s about the people working for the manager and the technology they use. It’s about creating a capability that meets the required goal. The mnemonic TEPID-OIL helps managers consider necessary lines of development. In organisations where capability is released for use when ready, any omission in the TEPIDOIL elements must necessarily stop release while corrective action is taken. The manager’s job is therefore to develop, test and attempt release - and then maintain.

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Free Level 7 Manager Development Programme


Written by John Berry & Sue Berry on 18th March 2018. Revised 2nd December 2023.

7 min read

Around 80% of UK managers are untrained in people-management. Just think about the improvement in your organisation's lot if it were the other way. We offer an online programme covering hiring, managing and developing people in 18 webinars. It's for managers who want the Level 7 knowledge and skills without the assessment from formal courses. And it's completely free of charge. Can you think of managers in your own firm who don’t have the skills and knowledge to effectively manage people?

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Four fists over jar

Conducting high quality grievance and disciplinary investigations

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Written by John Berry on 23rd August 2017. Revised 8th November 2023.

3 min read

Investigations are an essential part of company procedures. Investigations start with a broad investigation question and end with a report to management about events. Good investigation centres on high quality information-gathering and highly effective methods of reducing this information to a few pages of A4 for the chair to digest. It’s a simple concept but a task requiring high skill and knowledge. Here's how.

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