Welcome to The Leadership Coach 2019. This is where we meet to exchange ideas on what makes leadership at all levels in an organisation really work.
Since this is a BLOG, my Guest Authors and I post articles and you comment or ask questions. That way we all learn something and make a daily progress on that big leadership transition journey. I started the Blog in 2016 and there are now over 160 articles for you to browse and enjoy.
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I am enjoying teaching my 18-month old granddaughter new words using wonderfully colourful Dorling Kindersley books . It’s marvellous as we go for walks around our village and she spots cats, dogs, horses, cows, birds and butterflies (pronounced blies). Using the word “despondent” to describe Eeyore is beyond her pronunciation ability yet, but I succeeded in getting my eldest daughter to describe herself as obstreperous (“optrous”) by the time she was two. We’ll see how my granddaughter’s eloquence progresses over the next six months.
This joyous activity gave cause to this Grandad to consider how some of the keystone words from the lexicon of organisational leadership are used… and abused. Accordngly, here is the first half of the alphabet with my thoughts about the real meaning of some of those vital words; more next month!
If you live in Britain at the moment it’s completely impossible to escape the turmoil of Brexit. It’s become a national obsession and regardless of which side of the camp you sit on, the crisis unfolding is frustrating and embarrassing to witness.
Last week was an extraordinary week of news and yet it’s amazing what manages to capture the national attention. One of the biggest talking points wasn’t a matter of policy, it wasn’t arguments about the proroguing of the UK Parliament, it wasn’t even about whether you support leave or remain: it was about body language. Specifically that the way we sit should say ‘I’m ready‘. Readiness means we can respond from a confident and assertive place and maximise our personal impact.
This is great news for me as it exemplifies the power of
non-verbal communication and how aware we need to be of the messages we broadcast.
Selecting and hiring a new team member frequently
brings me a sense of completion and excitement at having a new colleague to
work with. It is the end of a long search having found someone who will make
our team better, who will improve our organisation and take us to new places.
Now they will need your help and support with their leadership transition.
At the same time, it is also the very start of a long process of adjustment. One that from personal experience tends to be neglected and left to the new joiner to figure out. Not only is the new team member going through a transition to a new role with much to learn, so are their peers who are adapting to a new colleague. If they are a leader, their direct reports all now have a new manager to understand. New vendors or customers to work with. There may be country changes to manage on an international move, also leading to changes at home for any family. Even within the same company, office cultures can differ significantly. Leaving a new employee to work this out alone – whether new to the company or an internal mover – leaves far too much to chance.
I often listen people saying that they have tried over and over again to reach their goals and when they feel certain that “this time I will make it”, something happens and they go right back to point cero, leaving them with disappointment and with the “final” decision of never trying ever again.
As Einstein said: “Crazy is doing the same things the same way, yet expecting a different outcome”, so I guess there are a lot of craziness going on resulting in sad and frustrated people. Allow me to share with you what I believe will be the steps to end all madness and bring serenity, structure and most importantly, meeting your goal once and for all.
Before we get started, just please keep in mind that it doesn’t matter how many strategies, list, steps, etc. comes your way if you don’t make the serious and conscious decision to get stick to it and really do it!
Several years ago, I was undergoing a coaching certification training course that had an important and continues to have an important impact on my continuous evolution. During this time, I was introduced to a statement that took me some years to digest: We are responsible for everything that happens to us. Then I realized that for most of my life I have been playing victim and making other people responsible for my own tragedies. Don’t get me wrong, I don’t believe that we can control everything that happens to us, but I do believe that we have more control over our lives than we acknowledge. One crucial part of attracting good into our life is to develop a personal brand. Over the years, I have been reflecting on this and found words that are commonly associated with a good personal brand. Words like driver, leader, reliable, efficient, effective and getting things done. I would invest great effort into adding these words to my personal brand.
Putting that aside, however, what if Greta is right and our
planet is standing Tom Daly-like on its tiptoes on the edge of a very high
diving board and could all too easily plummet into some catastrophic climatic
cauldron? As coaches, mentors, managers
or leaders, are we providing destabilising counsel that cumulatively will
increase the likelihood of that fall occurring?
Or, are we exerting enough influence upon those we work with to cause
them to start to think differently or, cliché warning, to think outside the box?
It’s been a while since I’ve posted a “how to”-style article and I thought it might be helpful to have a quick look at some tools that can help with one of the most challenging part of anyone’s job. The title is of course tongue in cheek but there are small things we can do that will make a transformative difference. Things no one told Phil Davison in the video above. Don’t be Phil.
It’s funny, as sophisticated communication is the one gift humans have that surges us far beyond all other intelligent life; yet it is the cause of so much confusion and uncertainty in both our professional and personal lives.
As an actor, I love communication. Like anyone, I don’t always get it right but when I was 17, performing in a Shakespeare lead for the first time at school, I discovered that the relationship between me and the audience was one I inherently understood. I felt powerful in that space. I had found where I belonged. My journey to Coach has been a long and winding one (politics degree, actor training at the Royal Academy of Dramatic Art, professional actor, professional theatre director, coach, business leader) and I am passionate about sharing the thrill I felt as that 17 year old with others. I hope I can help them, if not love the dynamic created when speaking to an audience, to at least approach it without fear or trepidation.
So here are 10 perspectives on successful communication. Where I’ve italicised I am referring to a skill or technique to implement.
I’ve been thinking a lot recently about longevity – its impact on the modern workplace, our leaders, our health. All thoughts prompted by a great book called The 100 Year Life by Lynda Gratton and Andrew Scott.
And it’s funny how, as I’ve allowed this particular thread
to lead me hither and thither, I’m increasingly struck by the sense that this
brave new world perhaps isn’t all that it’s cracked up to be.
Now, I’ll be the first to admit that I embrace my inner “grumpy
old man” a little to easily, but bear with me.
Well being or being well?
As someone who works in learning, I’m very aware of our
propensity, as learning professionals, to be taken in by the latest “shiny”
thing, and I think it’s fair to say that wellbeing, mental health awareness,
mindfulness and resiliance training are the sparkly new kids on the block…
And whilst I’m unconvinced by the claimed benefits of these “interventions”(which, by the way, is something only the UN should do) there’s a serious question to be asked about why, it would seem, people are so unhappy? According to the Trading Economics website, the average weekly hours worked in the UK are 32 – so we aren’t working ourselves into an early grave – and whilst we’re being sombre, the suicide rate is at its lowest for 30 years according to the Samaritans.
Yet, all I hear is how stressed people are, how much they
have to do and how little time they have to do it in. So, clearly, there’s a disconnect somewhere.
The key question being – where? Which made me wonder if our problem is one of quantity
Have you ever heard or met “a Master in resolving conflicts”? No. Well, you might be one yourself.
Weare all Master of something
Like in every other aspect in life we can become experts in
any field, by doing something right for a long time, changing your wrongs into
rights to a point where you can give advice, create awareness, provide recommendations,
or even give instructions on subjects that we master.
When it comes to conflicts, especially in the working environment, a leader should not become a Master in resolving those conflicts but rather a Master in avoiding, stopping, reducing the possibilities for such conflicts to occur.
Now, please don’t get me wrong, they will always be conflicts but in the same way a leader is prepared to resolve them his concern should be creating a team environment where conflicts are less.
I had leaders who created conflicts and that is even worse.
They say it allowed different ideas to be known and keeps team on their feet.
In my opinion that could not be further away from the truth, such leaders are
only creating several momentums that will unavoidable end up in good valuable
members of the team to leave and restrain new eligible ones to join.
serious disagreement or argument if not handled on time, can linger to
the point that it blocks creativity, participation and obviously there goes
teamwork through the window. For me the biggest and most important part of
resolving any conflict is not in how good communicator you are as how great
listener you are.
When you really listen others is when the magic starts. The conflict might not be generated by what is being said but by what is not being said and in that case, if you are not paying attention you will always face the same issue no matter how well you think you handled it.
will also allow you to find the root cause and eliminate it once and for all
making you a real Master in resolving conflicts.
I grew up in a big family and our mother worked during the
day and at night she went to college. A
true example of dedication and passion for what she believed in. So, you can imagine that there was little
time for her to investigate what each of her 4 sons were passionate about. We
all went to baseball summer league, boy scouts, karate and were part of the swimming
team. I did not enjoy most of them but
staying at home in front of the television was not an option. My mom believed in hard work and if you were
not good at something, hard work would pay off.
And it did but I did not enjoy it. As I got older and started making my
own decisions, I did not pursue any of those activities. I only realised years
later the benefits of my mother pushing us to be dedicated to everything we