Coaching

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  • Uśmiechnięty właściciel firmy rodzinnej stoi ze skrzyżowanymi rękami w biurze, w tle zespół pracuje przy stole konferencyjnym

    Can a Family Business Run Without Its Owner? Ten Questions Worth Asking

    What would happen to your company if you were gone for a month? Ten questions that show where a family business still rests on one person – and where to begin changing that.

  • Talent hoarding

    Talent Hoarding: When a Manager’s Interests Hold the Organisation Back

    Managers are told to develop their people, yet judged on this quarter’s results. That tension is what drives talent hoarding – and what organisations can change.

  • Wypełnianie papierowej ankiety dotyczącej zaangażowania.

    Engagement Has an Owner – and It Is Usually the Manager

    Gallup links 70% of the variation in team engagement to the manager. Before you set out to fix engagement, look at the quality of management itself.

  • Audyt operacyjny: diagnoza zamiast domysłów

    Operational Audit: Diagnosis Instead of Guesswork

    When is an operational audit worth commissioning, what does it cover and what does it change? Four types of audit, a modular scope and examples from manufacturing.

  • Four Maps of One Candidate: Diagnostic Tools in C-Level Recruitment

    Assessment centres, PCM, FRIS and Gallup talents each reveal a different part of the picture. How to combine them – and why none of them replaces the board’s decision.

  • Talent Insight: the Real Market for Operations Directors in Plastics Processing

    544 profiles reviewed, 18 recommendations. What market mapping revealed about the availability, expectations and geography of operations managers in Poland.

  • What Does Burnout Really Take Away From Leaders?

    Burnout is not just tiredness. It erodes the cognitive, emotional, existential and practical resources a leader needs – and here is what helps rebuild them.

  • “Should I Tell the Truth?” Why You Want to Change Jobs

    How to answer the question about your motivation honestly and professionally, without blaming your former employer – with wording you can use.

  • How to Prepare Your Answer on Why You Want to Change Jobs

    Motivation “away from” and motivation “towards”: how to explain your reasons for moving so that a prospective employer sees a place for you.

  • Asking Candidates About Motivation: a Game of Cat and Mouse?

    Which questions uncover a candidate’s real reasons for moving, what to do when answers stay vague, and why a manager’s motivation may differ from theirs.

  • The Art of Engaging Candidates: a Recruitment Process That Works

    One recruiter per project, personalised contact, real subject knowledge, honest feedback by phone – six practices that build trust with candidates.

  • Feedback: Our Must-Have in Recruitment

    Sixty per cent of candidates want to know why they were turned down, yet only 24% of employers give feedback at every stage. What candidates gain – and what recruiters do.