Robert Kirby is the director of People-People, architects and engineers of behavioural, attitudinal and cultural transformation in the workplace.
He joins Stephen Willson to explore the negotiating, conselling and conflict-resolution skills required by middle managers to maximise their contribution to organsational performance.
The discussion opens by considering the selection of industry, company and role to enable managers to fufil their potential.
Robert Kirby is the director of People-People, architects and engineers of behavioural, attitudinal and cultural transformation in the workplace.
He joins Stephen Willson to explore the negotiating, conselling and conflict-resolution skills required by middle managers to maximise their contribution to organsational performance.
The discussion opens by considering the selection of industry, company and role to enable managers to fufil their potential.