Using appropriate methods and interpersonal styles to develop, motivate and support a team toward successful outcomes and achievement of team and organisational business objectives.
Team Development 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! This article is an Executive Summary of my eBook of the same name – Team Development –published on Amazon Kindle. If you are a subscribers to Kindle Unlimitedyou can borrow and read the eBook for free.
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.
Susan Hunter from APM Terminals Bahrain shares her leadership transition experience and the role that coaching played.
A leadership transition may at first seem like an onerous prospect. Especially if it involves a complete change of role, a relocation – or both. However in reality, with the right planning and coaching support, it can turn into an extremely rewarding and satisfying experience.
Over recent years the majority of my one-to-one work has been coaching for leadership transition. In 2018/19 I had the privilege of working with Susan Hunter. I was supporting her in her transition from Senior Global Director Operational Excellence to Managing Director at APM Terminals Bahrain. From a senior job at the centre of the business to a key P&L leadership role in the Khalifa Bin Salman Port in Bahrain. Quite a transformation in many ways. Most of our coaching sessions were conduction via Skype. The exception being an initial face-to-face session in London and my visit to Bahrain to meet Susan’s senior leadership team.
In this article I ask Susan to share her leadership transition coaching experience. I am most grateful to Susan for the taking the time in her busy schedule to answer my interview questions.
This is the third article in the series. Last year I wrote similar articles about Peter Drake’s and James Wroe’s leadership transition experiences, and the role that coaching played. In his article Active Leadership Onboarding James shared the six key factors that ensure a new colleague’s successful leadership transition.
Peter Drake from Rotterdam shares his leadership transition experience and the role that coaching played.
A leadership transition may at first seem an onerous prospect; however in reality, with the right planning and coaching support, it will turn into an extremely rewarding and satisfying experience.
Over recent years the majority of my one-to-one work has been coaching for leadership transition. In 2019 I had the privilege of working with Peter Drake. I was supporting him in his transition from General Manager to a Director role at A.P. Moller – Maersk North Europe Liner Operations Centre in Rotterdam. He certainly approached this with commitment and a great deal of enthusiasm. Most of our coaching sessions were conduction via Skype. The exception being one face-to-face session in August.
In this article I ask Peter to share his leadership transition experience and the role that coaching played. I am most grateful to Peter for the thoughtfulness and depth of his replies to my interview questions.
This is the second article in the series. Earlier this year I wrote a similar article about James Wroe’s leadership transition experience, and the role that coaching played. In his article Active Leadership Onboarding James shared the six key factors that ensure a new colleague’s successful leadership transition.
A leader should not become a master in resolving conflicts – but rather a master in avoiding, stopping and reducing the possibility of conflicts occurring in the first place.
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.
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.
Are you a “Yes-all the time-round the clock-person”? , Do you feel bad when you say No, so you immediately go to a “but” that opens a lines of real or unrealistics reasons to eventually say Yes?, Do you know why do you do it? Want to experience the “FREEDOM” that saying “NO” can bring to your life?, then let me share what I did to stop feeling guilty by really wanting to say no, and always ended up saying yes to everyone.
Include yourself in every win and loss and take time to have fun and laugh about your mistakes. They are a gift that life gives you.
Over the last 2 years, I have been blessed with the wonderful opportunity to lead an operational execution team and we have managed to put together a group of fine professionals. They combine knowledge and experience but also curiosity for improvement and a hunger for growth. It has reached a point where we need to stop and look around and reflect. The conclusion I have reached is that we dedicate ourselves to execute plans that are being handed to us… right? More reflection is needed to find the real purpose: We hold in our hands the service delivery promise to our clients. Suddenly a job with no apparent complexity has become one with the highest possible stakes.