12 March 2009
Managing 'Change'
What is it about 'Change' that has some people react like rabbits in a headlight? Why do some embrace Change and others resist it against all logic? Why do some business leaders cling to outmoded and flawed business models whilst others are always hungry for the next 'great idea'? Share your ideas and own experiences with us and others here...
04 March 2009
Think Positive, Get Going, Be Happy
I went to a short CIPD evening seminar yesterday on Positive Psychology. Its basic premise is that all personal and group development methods should focus on building on existing strengths rather than focusing on weaknesses and trying to plug the gaps. We were shown statistics to show that only building on strengths is very effective and produces results quicker.
Yet recent research has shown that between 65% and 85% of team and individual coaching time is spent on trying to plug the gaps. Very little time was spent on making what works well even better.
It is also claimed that people spending time acting on, and therefore reinforcing their own strengths, produce a greater sense of wellbeing (happiness).
What is your experience of building on your strengths? Did it work for you? Did it last?
Do you think analysing individuals’ and teams’ weaknesses is really needed or should we just accentuate the positive?
Yet recent research has shown that between 65% and 85% of team and individual coaching time is spent on trying to plug the gaps. Very little time was spent on making what works well even better.
It is also claimed that people spending time acting on, and therefore reinforcing their own strengths, produce a greater sense of wellbeing (happiness).
What is your experience of building on your strengths? Did it work for you? Did it last?
Do you think analysing individuals’ and teams’ weaknesses is really needed or should we just accentuate the positive?
02 December 2008
More psychology of leadership!
I've been thinking a lot about leadership lately, and idly watching the TV one night recently, I came across 'The Dog Whisperer'. One in a range of programmes about how to control your unruly dog, this programme seemed like all the others. But the presenter, Cesar Millan, is different. He doesn't talk about bribes and punishment, but explains the psychology of what he is doing. He explains that dogs need to know who is the leader, and nearly all his coaching is focused, not on the dog, but on its owner!
Cesar can establish his leadership over a strange animal within minutes of meeting it - and he never raises his voice, nor even appears to pay the dog much attention. He simply is the leader. And that's what he teaches the owners - to establish a state of quiet, centred confidence, to which animals instinctively respond. And people quite clearly respond to it too. As I said last time, it's a transformation - all about focus and being…
Have you got any examples you'd like to share with me and other readers? Add your comments here.
Cesar can establish his leadership over a strange animal within minutes of meeting it - and he never raises his voice, nor even appears to pay the dog much attention. He simply is the leader. And that's what he teaches the owners - to establish a state of quiet, centred confidence, to which animals instinctively respond. And people quite clearly respond to it too. As I said last time, it's a transformation - all about focus and being…
Have you got any examples you'd like to share with me and other readers? Add your comments here.
04 November 2008
The psychology of 'Leadership'…?
In coaching two clients recently on the subject of Leadership, I noticed a common theme, though with apparently different causes. Both my clients are showing resistance to 'stepping up' to Leadership. They of course wouldn't accept that it's resistance. From where they stand it seems impossible to assume Leadership, "…until…"
Here are some of their 'untils':
• "until 'they' accept my role, and I am officially 'anointed' as leader"
• "until I've got 'all my ducks in a row' - finished everything I have to do"
• "until I've managed some tricky interpersonal issues"
• "until I've got somebody in place to replace me 'doing' all the tasks I'm currently spending all my time on"
It seems to me that what my clients are missing is that growing into leadership isn't an incremental process - it's a 'state change'. It doesn't take time; it takes a transformation - of outlook, courage and focus.
The challenge for me now is to find a way of helping them to 'get' this - and to get that '...until...' never actually comes!
Here are some of their 'untils':
• "until 'they' accept my role, and I am officially 'anointed' as leader"
• "until I've got 'all my ducks in a row' - finished everything I have to do"
• "until I've managed some tricky interpersonal issues"
• "until I've got somebody in place to replace me 'doing' all the tasks I'm currently spending all my time on"
It seems to me that what my clients are missing is that growing into leadership isn't an incremental process - it's a 'state change'. It doesn't take time; it takes a transformation - of outlook, courage and focus.
The challenge for me now is to find a way of helping them to 'get' this - and to get that '...until...' never actually comes!
13 October 2008
Getting the job done
It's been three weeks since my last post - and it only seems like yesterday! Mulling over why this is, I realised that I've fallen into a trap I've been reminding my clients not to fall into. At the point when I was posting the blog weekly, I had a number of things in place: a schedule for posting, with regular weekly deadlines; someone to kick ideas around with and help me produce the copy; and a marketing coach who held me to my commitments. Small wonder I was able to keep to the schedule!
Twice in the last week, we've found ourselves with clients who have assumed that having a new, clear vision of what they want will by itself ensure the outcome. We find ourselves repeatedly encouraging them to create an infrastructure to make sure their new commitments actually happen. Depending on the complexity of the task, this should include planning: anything from a 'to-do' list, to a Gantt chart, to a full set of 30, 60 and 90-day business plans. Then you need support - a team to share the work and come up with the ideas. And it's a great idea also to have a coach or mentor - not someone you call up when it all goes wrong, but someone with whom you have regular, scheduled calls, and who you empower to call you to account.
Then and only then can you avoid the horror of suddenly waking up to the realisation that three weeks, or six months, or another year has gone by, and nothing has changed!
Why do we resist planning and holding ourselves to explicit deadlines? Tell us what you think and what your solutions are!
Twice in the last week, we've found ourselves with clients who have assumed that having a new, clear vision of what they want will by itself ensure the outcome. We find ourselves repeatedly encouraging them to create an infrastructure to make sure their new commitments actually happen. Depending on the complexity of the task, this should include planning: anything from a 'to-do' list, to a Gantt chart, to a full set of 30, 60 and 90-day business plans. Then you need support - a team to share the work and come up with the ideas. And it's a great idea also to have a coach or mentor - not someone you call up when it all goes wrong, but someone with whom you have regular, scheduled calls, and who you empower to call you to account.
Then and only then can you avoid the horror of suddenly waking up to the realisation that three weeks, or six months, or another year has gone by, and nothing has changed!
Why do we resist planning and holding ourselves to explicit deadlines? Tell us what you think and what your solutions are!
25 September 2008
Excellence in leadership
This is the top level of leadership consciousness in the model. Here, the best exemplars are those people who understand the interconnectedness of the world and their place within it. They know that the success of an organisation is truly built by everyone involved – and they do something about it.
Level 7: Service
Leaders at level 7 are motivated to serve the world because they’re concerned about its state. Their vision is global, looking at questions such as ‘how can I help?’ and ‘what can I do?
They care about the legacy we are leaving for future generations and are able to use their influence to create a better world - we might think of Bill Gates as an example here.
They act with humility and compassion, being generous in spirit, patient and forgiving by nature. These people don’t expect the world to be black and white, but understand it in shades of grey. They work on a long timescale – for them short-term gains aren’t worth it.
They see society as their context, and their own mission and that of their organisation fits within it. Understandably then, they are committed to social responsibility.
Level 7 leaders are admired for their wisdom and vision, which is fed by solitude and self-reflection.
The ideal leader is someone who can combine all the best aspects at each level in the model we’ve described over the past few weeks. Where do you fit in the spectrum of leadership consciousness? Why not tell us about your experience? Do send us a post.
Level 7: Service
Leaders at level 7 are motivated to serve the world because they’re concerned about its state. Their vision is global, looking at questions such as ‘how can I help?’ and ‘what can I do?
They care about the legacy we are leaving for future generations and are able to use their influence to create a better world - we might think of Bill Gates as an example here.
They act with humility and compassion, being generous in spirit, patient and forgiving by nature. These people don’t expect the world to be black and white, but understand it in shades of grey. They work on a long timescale – for them short-term gains aren’t worth it.
They see society as their context, and their own mission and that of their organisation fits within it. Understandably then, they are committed to social responsibility.
Level 7 leaders are admired for their wisdom and vision, which is fed by solitude and self-reflection.
The ideal leader is someone who can combine all the best aspects at each level in the model we’ve described over the past few weeks. Where do you fit in the spectrum of leadership consciousness? Why not tell us about your experience? Do send us a post.
15 September 2008
The leader as coach and mentor
We’re nearly at the top of the spectrum. At this point, the model looks at those who mentor and coach – the people who recognise talent and nurture it.
Level 6: Making a difference
Leaders at this level are motivated by the need to make a difference in the world. They’re interested in creating mutually beneficial partnerships and strategic alliances with other individuals or groups who share the same goals. They will work with customers and suppliers and produce win-win situations.
They are active in the local community, building relationships that create goodwill. They know how important it is to look after the environment, going beyond mere compliance to operate in an ethical and environmentally-friendly manner. They also recognise and demonstrate inclusiveness in all their work.
When dealing with people, they display empathy, and actively find ways to help their staff find personal fulfilment in their work. They create a nurturing working environment where people can excel, mentoring and coaching staff, to build a pool of talent for the organisation. Their values are so embedded in their personalities that they make decisions intuitively.
Level 6 leaders are at the top of their game. They are true servant leaders.
Being able to put yourself in the shoes of another – whether it’s an individual, an organisation or the planet – makes for a powerful force for mutual benefit. Take a look back at the posts we’ve made on this topic, and see how the positive qualities of leadership consciousness are developing with each level.
Level 6: Making a difference
Leaders at this level are motivated by the need to make a difference in the world. They’re interested in creating mutually beneficial partnerships and strategic alliances with other individuals or groups who share the same goals. They will work with customers and suppliers and produce win-win situations.
They are active in the local community, building relationships that create goodwill. They know how important it is to look after the environment, going beyond mere compliance to operate in an ethical and environmentally-friendly manner. They also recognise and demonstrate inclusiveness in all their work.
When dealing with people, they display empathy, and actively find ways to help their staff find personal fulfilment in their work. They create a nurturing working environment where people can excel, mentoring and coaching staff, to build a pool of talent for the organisation. Their values are so embedded in their personalities that they make decisions intuitively.
Level 6 leaders are at the top of their game. They are true servant leaders.
Being able to put yourself in the shoes of another – whether it’s an individual, an organisation or the planet – makes for a powerful force for mutual benefit. Take a look back at the posts we’ve made on this topic, and see how the positive qualities of leadership consciousness are developing with each level.
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