I've had over 20 years of working in the corporate world and I'm always interested in what makes a company good, or profitable and the answer quite often are the people who work for it. Senior management make the decisions - good or bad - but what really makes it a success, are not the decisions but how people interact and get others to work for the companies best interest. Psychologist Daniel Goleman first hinted at this in his book "Emotional Intelligence", but his follow up "Working with Emotional Intelligence" took the idea much further.

In the US, business schools look at the most effective companies and most effective people in them. It's looking at what these people do right, that counts and it bares out my own experiences.

One area we see happen over and over again is promotion beyond the ability of the person to do it. Many companies think that someone who may be a technical expert in their field is the right person to promote to management position. This error in thinking is called the Peter Principle. The person finds themselves at a level where their technical expertise is needed less but their people skills are required in managing people. The peter principle does much to explain why people who are abrasive, thoughtless and interpersonally inept are in so many positions of power. Goleman uses EQ as a measure of how well a person interacts with others and how that can have a profound effect on how they do in the world of commerce.

Look for these things within your company to see what needs to be changed:

1) Large turnover of staff
2) Large budget for recruitment but not for training
3) Large amount of staff absenteeism
4) People not being effective in their roles
5) Lateness for work
6) Argumentative employees
7) Short tempers
8) High number of complaints against certain members of staff.

If the answer is yes to any of these the mind management program can help to change things.

1) Talk with management about stress, it's effects on our mental and physical health. Motivation and how it works in principle. How to get the most out of your staff. Relaxation and creative thinking.
2) An outsiders view of the interpersonal roles of each employee and recommendations to what could be done.

Tackle those problems before they end in a tribunal.