Jonathan Mills

stretching people, stretching organisations, stretching nations



Engagement catapults the customer service ability of the organisation

“The success of your organisation doesn’t depend on your understanding of economics and organisational development or marketing. It depends, quite simply, on your understanding of psychology: how each individual employee connects with your company; how each individual employee connects with… Continue Reading →

There is a difference between having a manager and being managed

To have a manager and ‘to be managed’ are not the same things. To have a manager means having a coach, a leader and a guide. It implies collaboration with a colleague, achieving alignment around the things that matter most… Continue Reading →

Dispelling suspicion through leadership trustworthiness

We don’t know who to trust anymore! Many political and some business leaders keep letting us down. In fact, they deliberately manipulate circumstances (tenders, the system, etc.) to suit their own selfish desires. Money that should have been directed to… Continue Reading →

Standing out from the competition by showing customers that you care

The gesture of showing appreciation seems to be a lost art. A simple “thank you” may go some way to add warmth to any relationship, but in reality just represents common courtesy. Authentically-demonstrated appreciation, however, develops the emotional connection in… Continue Reading →

Creating constructive teamwork

Much has been documented with respect to team success or failure. High-performance teams, upon evaluation of performance characteristics, seem to have that “special something” that drives their achievements. Their reputation grows and every success seems to inspire further greatness. They… Continue Reading →

Is your leadership behaviour standing in the way of getting great results?

I have met many “nice” managers in my travels and frequently at workshops – good people, pleasant demeanours, humorous, caring and loyal. These managers easily fit into the leadership team and are generally liked by all. They go about their… Continue Reading →

Receiving feedback as a special gift

I am surprised at how many people hate feedback, whether it centres on performance, personality, character or behaviour issues. There seems to be a fear that the one giving the feedback does not have your best interests at heart and… Continue Reading →

Making training “stick” with your staff

In my travels to a variety of organisations, both locally and abroad, I have been amazed at how much training actually takes root amongst management and staff in spite of mitigating circumstances – almost as if people in general actually… Continue Reading →

Constructing your road to success

One of the most frustrating problems we face in Africa is the lack of tangible investment or re-investment in infrastructure, particularly felt in the sub-standard network of roads and tracks that link its countries. In some countries, it is not… Continue Reading →

The need for a coach to optimise growth

Charles (Chippy) Brand (civil engineer) bought a defunct little road-building business from his dad and moved back to a rented house in Carltonville, South Africa, to manage the company, C & J Reid. The company had few assets – antiquated… Continue Reading →

Feedback – fertilizer for leadership growth

I enjoyed playing golf in earlier years and attempted to swing the irons at least twice a month. On one such occasion, I played at a club in a mining area of South Africa, a picturesque layout with long fairways,… Continue Reading →

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