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Our mission to help 10,000 subject matter experts: can you help?


Can you help us help 10,000 subject matter experts become much more valuable by adding more value to their organisations?
Here’s how we are attempting to do it:
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Re-branding of K-Leader to Expertship


PRESS RELEASE - SYDNEY, 1 November 2017

HFL, the creators of K-LEADER, the development program for subject matter experts, have announced that they have retired the brand as of 31 October 2017. From November 2017, the flagship expertship program will be re-badged as MASTERING EXPERTSHIPText



The super development combo: coaching and mentoring


Executive coaching versus mentoring 
What’s the difference between mentoring and coaching? Can they work together? And what are the desperate downsides to poor mentoring program set up? Today’s best leadership development programs exploit both to accelerate the capabilities and careers of high potential employees. And importantly, increases the leadership brand of the mentors. Alistair Gordon explains how to get the settings right.  Text



Induction and Onboarding: is there a difference?


Yes, there is. HFL Principal Consultant  Maria Leske explains that while helping a client select external talent for a new role, the organisation was putting its significant investment at risk because it was failing to position the new hire for success. Text



It's time to kill off the Individual Development Plan


HFL works with more than a thousand leaders a year, and their experience – when it comes to IDPs – is astonishingly consistent. The vast majority find undertaking annual performance reviews, at best, uncomfortable and, at worst, phony or pointless. Text



Enabling better decision making through the provision of insight


Jo Manchester, the Human Resources and Performance Manager at Avant Mutual, tells LEADERSCAPE about an evidence-based insight raising initiative staged immediately following a restructure.  Text



Succession risk: New challenges require new techniques


Every organisation has pivotal roles – individuals who often make an impact well beyond their pay grade and tenure. These roles are increasingly complex which makes succession harder to plan and replacement an expensive and risky business. Text



Driving highly effective layered learning for front line leaders


Inchcape Australia, part of Inchcape PLC the worlds largest automotive retailer and distributor, made a strategic decision 18 months ago to use an innovative, small group coaching solution to develop 44 front line leaders. Text



The great talent divide


How expert are your technical experts, and how can you tell? What career paths exist for them, and where are these documented? There exists, in many organisations, a ‘Great Talent Divide’: plenty of resources, frameworks and support for people leaders, but little or none for technical leaders.  Text



Supercharging Serco’s front line


Gavin Pilz, Learning & Development Manager of Serco Asia Pacific, describes his 12 month journey from inception to delivery of a super-successful emerging leader pilot program, and in which the business is now firmly investing in.  Text



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