Blogs and News

In professional sport, mental health is starting to be taken very seriously. In this blog, John Steele, Chair of the English Institute for Sport, talks about…

A detailed review, photographs and presentations from the recent conference organised by IDG – South Africa

The second part of IDG-SA MD Joanne Walsh’s interview with Prince Julius Adewale Adelusi-Adeluyi, Founder and Chairman Juli PLC and former Minister of Health in Nigeria, on the health of the Pharmaceutical industry in Africa

IDG-SA MD Joanne Walsh interviews Prince Julius Adewale Adelusi-Adeluyi, Founder and Chairman Juli PLC and former Minister of Health in Nigeria, on the health of the Pharmaceutical industry in Africa

Industry awards recognise Bob as an “outstanding individual in the field of people development” and his “inspiring work in the area of leadership and followership”

Just as you experience the euphoria of accomplishing a “bold audacious” goal in your organisation, getting back to “business as usual” presents its’ own challenges….

IDG South Africa hosted Kaizer Nyatsumba at their quarterly executive conversation with Supply Chain Professionals, in Sandton…

Although a big fan of the box set unfortunately I am not going to voice my views on the life of Walter White….

Another guest blog from Nigel Girling of the Babington Group, IDG’s strategic partners. Here, Nigel argues that future leaders will be those with the strongest soft skills, not the ones that are the best managers.

Whilst the leaders involved in the Australia cricket team’s ball-tampering scandal have been rightly punished, the culture of the team must also be investigated…

Nigel Girling of the Babington Group, IDG’s strategic partners, talks about how the Apprenticeship Levy represents the “the single biggest impetus to the development of UK leaders and leadership since the industrial revolution.”

  The IDG Blog Strategy versus Culture: Why Developing Your People Is More Important   Strategy versus Culture: Why Developing Your People Is More Important by John Steele Chairman of the English Institute of Sport, Director of Loughborough Sport and IDG...

  The IDG Blog Apprenticeships Work: How to Get the Most Out of the Apprenticeship Levy   Apprenticeships Work: How to Get the Most Out of the Apprenticeship Levy by Ed Chacksfield Senior Consultant This week is National Apprenticeship Week in the UK and a...

  The IDG Blog IDG Wins Fifth Award in Twelve Months Middle East-based Programme Helped to Improve Worker Welfare in Oil and Gas Industry   IDG Wins Fifth Award in Twelve Months Middle East-based Programme Helped to Improve Worker Welfare in Oil and Gas...

  The IDG Blog Diversity by Design: Achieving Gender Equality with Behavioural Change   Diversity by Design: Achieving Gender Equality with Behavioural Change by John Scott IDG Associate I tend to avoid reading business books. Some are about the cult of...

In the first of his blogs from the Winter Olympics in PyeongChang, Chairman of the English Institute of Sport and IDG Associate, John Steele reflects on the fortunes of Team GB and how the lessons they learn relate to the business world.

When Donald Trump pulled the US out of the Paris Agreement, he was roundly denounced by business leaders. But should ethical issues be a part of a modern leadership style?

Chairman of the English Institute of Sport and IDG associate John Steele talks about the huge cultural challenges facing the UK Olympic and Paralympic teams and how strong, courageous leadership is needed to ensure such high performing teams remains successful.

A Unique Collaboration between Jordan’s King Abdullah II Fund for Development (KAFD) and Global Leadership Company IDG has won a leading award for delivering excellence in public sector services at the annual TJ Awards.

IDG’s Gerry Woods on how innovative organisations are using people analytics to gain competitive advantage in their supply chain…

Earlier this year we were approached by Sky TV to see if we could help them with a new TV show they were planning, called “Missions Mudder”. The premise is that they take six Olympians and train them up to take on three ‘Tough Mudder’ courses as a team. The athletes will need to hone their existing skills, develop new ones, and also learn how to operate as a team in unfamiliar and difficult circumstances.

  The IDG Blog IDG and HSBC win more prestigious awards at World HR Congress Ceremony by Katie Laing Marketing Manager IDG is delighted to announce that our leadership and cultural development programmes being run in India and China have won more prestigious...

An interview with IDG’s Chairman in HR Future magazine as part of their “Global Masterclass” series.

Joanne Walsh, the Managing Director of IDG South Africa has written an article for Lead Africa magazine on the importance of Followership, one of our core philosophies.

With diversity, inclusion and gender bias still a major business issue, how can organisations ensure they get the most out of a diverse workforce?

A HR Director of a financial services organisation once told me that she hired people because of their technical skills and experience and then fired them because their leadership and team behaviours were poor. Time and again…

It is common knowledge that the individuals who voted for recent era-defining events such as Brexit and the election of Donald Trump, were not told the truth by the people who benefited from those same events. This has been called “Post-Truth”, which has been named word of 2016…

  The IDG Blog How to Drive a Culture of Commercial Excellence: Seven Tools for Effective Leaders   How to Drive a Culture of Commercial Excellence: Seven Tools for Effective Leaders by David Bowman Senior Consultant I have no doubt that improving business...

  The IDG Blog Forget 'Brexit' and Trump : Look to Jordan for a Fine Example of Transformational Leadership   Forget 'Brexit' and Trump : Look to Jordan for a Fine Example of Transformational Leadership by Jimmy Gordon Chairman, IDG Middle East As the year...

  The IDG Blog Learning from Failure: Five Leadership Lessons from the Battle of Arnhem by Lance Gerrard-Wright Recently I was lucky enough to be enabled by the Board of IDG to go on a “Staff Ride” to the battlefield of Arnhem in Holland, to study Operation...

The IDG Blog Inspiring Emerging Women Leaders: Why Closing the Gender Gap is a Business Imperative Recent studies in the UK, the USA and the Middle East show that whilst there is still a massive disparity in the number of male and female leaders in C-suite roles, the...

The IDG Blog The 5 Key Skills of Influential Leaders Within Every Organisation Influential Leaders at every level in every organization cultivate a particular set of skills to enable them to move through the organisation faster and influence people outside of their...

A common characteristic amongst the leaders and future leaders who attend our programmes is the desire to improve their personal brand within their organisations. They recognise that this involves the ability to be able to motivate themselves to go above and beyond...

This article on IDG and our Chairman Stephen Bennett appeared in the June 2016 edition of The Manufacturer magazine.

As part of the Sport Industry NextGen Leadership Package, earlier this month the inaugural Sport Industry NextGen Leaders took on a 24 hour experience at the Royal Military Academy Sandhurst, in a bespoke course created, designed and delivered by us.

We often hear tales of a dynamic leader going into an organisation and changing everything to achieve success, says IDG’s MD, Craig Preston. But what happens when, as is much more often the case, the leader has to work with what is already there? Well, in Claudio Ranieri and Leicester City’s case, they win the Premier League….

The skills that a leader requires can be quite different from the skills that first got them into a leadership position in the first place. Softer skills, not technical, come more to the fore. So why do organisations rarely promote based on excellence in those skills, says IDG’s Ben Epps.

People Matters, a leading HR knowledge and media platform based in India, interviewed our chairman Stephen Bennett about the importance of ethical matters in current business thinking.

IDG associate and former CEO of UK Sport John Steele explains how the talent finding strategies of Olympic sport are highly relevant to successful businesses, and why the ability to “fail well” is vital for high performing teams.

Are you Yes, or are you No? In the first in a series of Diversity & Inclusion blogs, IDG’sKathie Knell and Johanne Malin take opposing viewpoints in debating whether women should have their own leadership development programmes.

In the first of a series of blogs written exclusively for IDG, John Steele, Chairman of the English Institute of Sport, looks at leadership challenges within sport in 2016, an Olympic year. He explores how similar challenges are faced in other sectors during a time of intense change and refers to lessons he learned during his time as an Army Officer.

New research shows that emotional and political attachment can skew our perception of data to such an extent that we deliberately choose the wrong answer. This can make it difficult for a leader to make an unbiased decision, but it’s not impossible, as Iain Robertson, Senior Consultant at IDG, explains.

Stuart Preston, Senior Consultant, believes that an organised support structure – with effective followers at the fore – is required to enable a leader to achieve their overall goals.

It is a myth that leaders are naturally pre-disposed to deal with stress better than us mere mortals. Instead, they find ways of dealing with stress that are to their advantage. Matthew Moore, IDG’s Online Manager, looks at eight of the most common tools used.

It is with deep regret that we announce the passing of Bob Jones, a Director of IDG and one of its leading lights.

Laurent Corneille, IDG’s Head of Technology, believes that Technology is now so prevalent in our lives that any leader who claims ignorance or feigns disinterest risks being left behind and ultimately cast aside.

Leaders have to make many tough decisions but choosing to do what is “right” when it might have a detrimental effect on the business is the toughest of all, says Craig Preston, IDG’s Managing Director