My first challenge took me to a realization that marked a huge difference for me as a Leadership Coach.
We last checked in with Hans Augusteijn on the progress of his personal coaching journey back in 2016. A lot has happened with him since then in terms of career progression and taking on bigger and more global leadership challenges. In 2017 Hans was promoted to Global Head of Intermodal Transport for Maersk Transport and Logistics Division. And recently this year he became Global Head of Delivery.
I went back to three key questions I asked Hans in my 2016 interview to find out where he is now on his continuing coaching journey.
With the end of the year approaching fast, I’m sure I’m not alone in taking a moment to reflect on the past 12 months and what it’s meant to me both personally and professionally.
Don’t worry, this isn’t one of those terrible articles titled “10 things you need to do to be a success in 2019” but I did want to share something that’s helped me, with the hope that it will help you too.
By way of context, 2018 has been a challenge. I work in a traditional industry, that faces a severe skills shortage and, if I’m honest, a distinct lack of imagination about how to solve it.
My own organisation is not without its frustrations, and our own attempts to be creative and innovative in the way that we approach the development of our people – I’m Head of Learning – can often feel like they just aren’t impacting quickly enough. It always feels like we should be doing more.
And on a personal note, earlier in the year my mum was diagnosed, quite unexpectedly, with an aggressive form of brain cancer. After a short illness she passed away in May.
As the year continued I think it’s fair to say that all the above started to take a toll. I began to “leak” as a result of my frustrations.
So, what to do? Well, as someone fortunate enough to have both a coach and a mentor, I thought I should practice what I preach and look for some support. Continue reading “My 2018 Coaching Journey: Finding the Path to Me”
On July 12th, the FT published an article headlined “The UK’s productivity problem: the curse of the ‘accidental manager”, you can find it here – https://www.ft.com/content/b96ce8f2-5dd9-11e8-ad91-e01af256df68.
Are pork pies good for you?
It is somewhat disquieting to read that the “Peter principle”, see https://en.wikipedia.org/wiki/Peter_principle, continues to thrive in UK business. Our poor productivity performance arises because too many people gain promotion into managerial roles beyond their level of natural competence. However, in the firm featured in the FT article performance is improving.
It strikes me, however, that simply hanging up figures of Superman (is this unconscious bias by the firm’s leaders?), and doling out pork pies are rather superficial practices. The only likely outcome of this epicurean approach is hardened arteries.
The firm’s performance growth is due to its managers doing something much more profound, i.e. the way they “serve” their employees, see Robert Greenleaf’s Servant Leadership, https://www.amazon.co.uk/Power-Servant-Leadership-Robert-K-Greenleaf/dp/1576750353/ref=sr_1_3?ie=UTF8&qid=1531821205&sr=8-3&keywords=robert+greenleaf.
At the simplest level, they should be talking to their employees as equal partners striving for success. When this is achieved, I hope they’re rewarded with more than cholesterol laden pies!
“In order to prove to yourself what you are capable of doing, you need to step out your comfort zone, otherwise you are limiting yourself and you will never grow”, sounds familiar?.