An online talk in response to the Corona virus about leading ourselves through challenging times with downloadable resources here:
I came across a discussion on twitter which alluded to the fact that the world was becoming more complex. This discussion was based on the ideas of General Stanley McChrystal, author of ‘Team of Teams, New Rules of Engagement for a Complex World’.
“Efficiency remains important, but the ability to adapt to complexity and continual change has become an imperative.”
I remember feeling irked about this statement and the reason for this response, (apart from having man-flu at the time) is that people are acting as if VUCA (the US military term to represent volatility, uncertainty, complexity and ambiguity) is a new phenomenon. That’s not correct, the world has always been subject to volatility, uncertainty, complexity and ambiguity. Ask poor people.
Read more: Here
“The biggest paradigm shifts happening right now are ironically the increasing awareness of the existence of paradigms…”
Paradigms are a worldview shared amongst a group of people so they can experience group identity
and achieve a common purpose. Our world is governed by them very much like seas influence the
life of a fish.
Examples of paradigms include the idea of countries, money, religion.
They are a set of beliefs, values and stories which enable collaboration with greater numbers of people and even with people living different locations. It is our ability to use paradigms that enabled us to climb to the top of the species hierarchy.
One monkey left on a deserted island might survive more ably than one person might (unless he’s Bear Grylls). But if you put one hundred people on the island, then they would organise themselves more effectively than the monkeys.
But there are a few problems with paradigms…. Read More
I was recently invited by the crew at JCI Manchester to present a talk on Impostor Syndrome.
JCI is a global not-for-profit organisation run for members by members, which provides development opportunities for 18 – 40 year old professionals and leaders, to empower them to create positive change.
Whilst presenting my talk I pointed to a statistic which said that in a group of 3000 people aged 18-34, a whopping 86% experienced Impostor Syndrome in that year. As I had a room full of this age bracket, I used this as an opportunity to ask the room and sure enough, practically all the hands went up.
I thought I would follow this up with this article because as a leadership and team performance coach, I believe social anxiety problems like Impostor Syndrome are limiting talented people from making a positive impact.
Want to know more about Impostor Syndrome from a different perspective, read: 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:
Our normal day to day working life or even just life itself can leave us feeling mentally confused. When we find ourselves so caught up in the whirlwind we often cannot see the wood for the trees.
In this fast-moving mental state, our brains are very capable at using past experiences to make a decision. In these situations, we make decisions intuitively and mostly this works okay. The more successful experiences we have built up over time in a particular field, the better our decision making will be when we face similar challenges in the future. That’s why experience counts in business. READ MORE
“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
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
When I ask business owners the above question, they’ll often ask me what I mean. So I qualify the question with another one. I ask them:
“Could you go on holiday for four weeks, have no contact with your team whilst you’re away and know that the organisation can still thrive?”
Mostly the answer is a resounding “NO!” READ More