I realised a couple of weeks ago that I haven’t had a proper break from my work for two years. Suddenly, I felt wearied. Accordingly, I furled in my sails and allowed myself to float about on the waves of content concerning leadership, organisational design and development, culture, purpose, values, and finance that flood into my Inbox.
All the big consultancies and individual practitioner experts like myself issue so much stuff from articles to webinars to videos to memes to animations to… well, nothing new. In writing my essay, I’m conscious I risk adding to the cacophony.
However, my aim is to identify some “crotchets of note” that will scythe through the noise. Hopefully, these will provide a clear tempo for healthy organisations to create the conditions that raise rather than harm the well-being of the individuals who work there.
I’m old enough to remember the Irish entertainer Val Doonican singing about O’Rafferty’s motor car, “… used to be as black as me father’s hat, now it’s forty shades of green”. This seems to fit with all I’ve been reading, watching, and listening to. Material is cited as being distinct, discrete, and differential in its hue, yet so much appears to be another Pantone shade of grey (rather than green).
All this got me thinking about whether the principles of leadership that I first encountered in a book from 1968 called “Motivation and Organisational Climate” written by George Litwin and Robert Stringer contain the golden threads on which we should not lose our cognitive and physical grasp. Their work was informed and influenced by that of David McClelland, Kurt Lewin, and Robert Blake and Jane Mouton amongst many.
McClelland’s work on motivation identifies people having three main motivational drivers, achievement, affiliation, and power. The latter has two faces, personalised and social or institutional. Are we mistakenly celebrating some leaders’ personalised power? What risks arise from their “must win, me, me, me” drive? For instance, how much is the pandemic crisis and our world standing on the brink of climate catastrophe due to this self-centred rather than selfless leadership (see later)? As we combat the global climate challenge, what must be done to nurture and sustain healthy climates in organisations?
What behaviours do you need to deploy consistently and constantly to strengthen trust and act as a vaccine against its mutated forms of distrust (usually based on experience) and mistrust (a general sense of unease)?
Building Positive Working Relationships is about using your interpersonal and communication skills to work effectively and efficiently with key individuals both inside and outside your organisation.
Building Positive Working Relationships is one of my Bitesize Leadership Techniques. They are exactly what the title suggests. Short snippets of leadership tips, tools, process and ideas for you to use on a just-in-time basis. Use them as an update and to refresh your leadership professionalism. You could call it leadership in a hurry!
In part 1 of this blog, I raised some questions about the need to change our approach to leadership during and beyond this coronavirus crisis to nurture and sustain the quality of organisations’ climates. In so doing, I revisited some of organisational psychology’s foundational theories, notably the work of Kurt Lewin. In this second part, focusing on Lewin’s seminal environment formula that avers behaviour to be a function of personality and situation, I explore why understanding one’s own and your employees’ personality is so important to creating a healthy climate.
Social media displays countless articles about managing teams dislocated from their normal, intact work location to working from home. Many offer novel suggestions to deal with the novel virus. However, do they fall into one of three less effective categories of “science” (or research), namely popularist, puerile or pedantic, see Figure (1) below.
As business leaders, Learning and Development professionals, coach trainers and educators, what can we do to help make coaching training really stick?
The case for sticky coaching
Many businesses expect to increase their spending on coaching in the coming years, both on external coaches and on developing their own internal coaches. It’s no surprise then to find that conversations are increasingly turning to how we can make sure that coach training, whether as a formal, ‘pre-contracted’ activity or as a more ad hoc approach to unlocking potential and improving performance, ‘sticks’. At NG Bailey we’re no different. Over recent years we’ve taken four steps that are starting to make a real difference in our quest for sticky coaching; I’d like to share them with you.
Ten tips to help you communicate with greater effectiveness, confidence and clarity. Use these skills to help you in almost any context.
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.
There are a great many awards schemes that businesses and organisations can enter nowadays. But which ones are worth winning? My experience as a judge highlights two schemes that are genuine and represent a true accolade of excellence.
What does success in these awards say about the organisation, its leadership and the team and/or individual who has won? And what should critics of business and our public sector organisations take heed of?
So much written about Millennials suggests that they are turned off by the way generations before them have done things. As someone engaged in professional learning this interests me.
Millennials, it would seem, are more civic and community minded than their predecessors. Lacking the financial security from which their parents have benefitted they are not as interested in a career path as generations before them. Instead, meaningful work, creative outlets and immediate, interactive feedback mean a lot. One only needs to look at a random selection of start-ups to see this behaviour in evidence.
What does this mean for those of us now who work in more traditional institutions, based on and run by baby boomers or Gen X-ers? It’s an important question because bigger and slower moving organisations still need to employ, engage and retain millennials.
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.