Movement or progress?

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 over quality?

Continue reading “Movement or progress?”

Leader: A Master in resolving conflicts

Have you ever heard or met “a Master in resolving conflicts”? No. Well, you might be one yourself.

We are 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.

A 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.

Listening will also allow you to find the root cause and eliminate it once and for all making you a real Master in resolving conflicts.