Values can be quite confusing, and more to the point they’re pretty useless unless you know how to action them in your decision making process.
With the desire for remote working from home increasing, then becoming a necessity due to Covid-19,
Richard Elwell and I discuss the complexity which makes online meetings an evolution in some ways but also a well-being challenge because it can be so exhausting.
We discuss the Mission Power Meeting Methodology and how this can be used to optimise the technology whilst also leveraging the potential for people to enjoy effective and rewarding online and face-to-face meetings.
For a complimentary digi-copy of my book, ‘From Mercenaries to Missionaries – Designing, Developing & Leading High Performing teams in Your Growing Business’ send a message using the form below:-
Some of the top takeaways included:
1. Good leaders look after the people first
2. Don’t stare at the fire, look for opportunities
3. Top behaviours of effective leaders: emotional intelligence; learning agility; humility; courage
4. How they lead: engage with their teams; align them around common objectives and goals; evolve if things change; practice radically open communication
5. Leaders often cannot escape the storm so they must be able to create peace and tranquillity within the storm to allow them to think clearly and make great decisions. The SOAR model is a way to slow down the reactive thinking process and induce a creative interlude in which higher order thinking is possible:
a. Suspend snap decision making
b. Observe the problem
c. Allow wisdom to percolate up
d. then Respond quickly
6. Promote positive behaviours by adopting a HERO mindset. So be: Helpful; Effective; Resilient; and Optimistic.
There were many more top tips he had to share which can can watch in this video.
Whilst this is not a definitive step by step guide, it will cover some basic principles and points to think about when leading your team through a challenging period.
The first thing to remember is that people are not very good at responding. Sure they’ll react to an immediate danger, but won’t acknowledge a danger that’s approaching slowly. Read more: here
Anticipating and planning for a world which not even the experts know will look like yet, will bring fresh challenges – probably daily – for leaders, teams and the coaches who support them.
Here is a white paper on a new model of coaching suited to Modern Day Leadership Coaching. It’s aimed at leaders and coaches wanting to leverage more potential and unlock the opportunities within the chaos of the Fourth Industrial Revolution. Download here.
I’ve just been speaking to some friends who’re doing some changes in the way they operate their business. Well they’re not ‘just’ changes, they’re actually transforming the structure and the way they communicate with each other and their customers.
There are five stages to pass through and seven fears to overcome when making bold moves to make your world and everybody else’s, a better place to live and work. You’d think everybody would be up for the challenge, but that’s not usually the case. That’s why Tom Collins advises leaders in his book; ‘Good to Great’, that before you decide where your business bus is going, you need to:
‘get the right people on the bus, and sat in the right places’
Continue Reading Here:
“Humans never communicate as effectively as they think they do” Christine Comaford
So, I am working with this group of team leaders and I notice that they are greatly biased towards a certain style of behaviour and communication. They’re very collaborative and inclusive when they are briefing their teams for a task to be carried out. The problem is that they continue to collaborate and communicate until they leave themselves little time for achieving their task.
This is because the group of leaders have grown up in a certain type of culture. Their culture drives their way of thinking and behaving. Just as an individual has a personality, an organisation or country can have its own culture. There is much to be said for being aware of such biases and overcoming them because neuroscience is finding that to have a diverse and inclusive culture creates better performance. But it’s one thing to be aware of them, that alone will not stop biased thinking and behaving. What we need is a process to overcome this when briefing teams. READ MORE
“Coming together is a beginning. Keeping together is progress. Working together is success.” Henry Ford
No matter how talented, passionate, and determined to succeed you are in your chosen business, your level of success will be determined by your ability to inspire and lead a team. The game of business or any endeavour is both simple and complex. The simple bit is to have a great idea which you turn into a set of business goals. You then have to attract support for your idea be that in the way of clients, a talented crew and if you’re lucky, a crowd. If you find yourself being one of the lucky ones, albeit combined with hard work and perseverance, whose idea takes off, it is then just a case of measuring and adjusting your way to success.
Of course, that’s not what usually happens. At some point, you’ll want to scale your business and this means adding more people to the equation which adds complexity. As the team become bigger, tasks become harder to complete for several reasons. One being that the channels of communication grow dramatically. Another phenomenon that arises the by-stander effect. The more people you add to a group, the more people will assume others will pick up the slack. Levels of management are brought into police everybody. This all comes down to the myth that people can’t manage themselves but they can if given the right conditions. READ MORE:
I was giving a talk the other day to a group of entrepreneurs and business leaders and I jokingly mentioned I was writing a book entitled:
‘Stop being a Crap Boss and Be an Inspirational Leader!’
It raised quite a chuckle around the audience, but then it stimulated some lively debate around ‘crap bosses’. I was asked all sorts of questions such as
“Can you change a crap boss and make them better?”
“How do you tell a crap boss they’re crap and still hold onto your job?”
What it brought home to me is the fact that there are many of us who’ve suffered at the hands of crap bosses. Perhaps it should be a problem that is recognised more.
So as a little exercise I thought I’d list ten things that crap bosses do from my own experience and those behaviours coaching clients have related to me.
Please feel free to add your own in the comments below! READ More