The American researcher and internet phenomenon Brené Brown’s popular book, Daring Greatly, explores the importance of not giving up. Her ideas are inspired by a speech by Teddy Roosevelt, Citizenship in a Republic, delivered at the Sorbonne in Paris way back in 1910. You can read it at the end of this post.
We are creatures of habit, so learning and change can be a tricky thing to drive. Some kinds of change are harder to implement than others. Single, double and triple loop learning, as defined by Argyris & Schön in 1974 can be a helpful way of understanding how we become stuck, and why, when, and how transformational learning is more likely to occur.
There are so many different leadership styles. Some will suit you and the circumstances better than others. This time we’re delving deep into the Servant Leadership style, where you lead to serve. As you’ll see it’s very different from traditional leadership, which puts the organisation before the people.
What is Situational Leadership, and why does it matter? Situational Leadership is a style developed by Kenneth Blanchard and Paul Hersey in the ‘70s. It reveals how leaders and managers benefit from changing their style to fit the situation and the people they’re leading.
In the 1930s scientists began examining the cognitive effects of labeling. According to a hypothesis by the linguist Benjamin Whorf, the words we use to describe what we see aren't just random. They actually determine what we experience to a startling degree. And that can be dangerous.
Failure hurts. When you fail, make mistakes, relationships become strained or you disappointingly lose, it can shatter your equilibrium. Inevitably it always involves having to pick yourself up and dust ourselves off. It can take plenty of resolve and resilience to start again.
Every one of us is faced with great difficulty right now during Covid19 lock-down, and plenty of us are facing tragedy. Many of us are feeling wobbly. We're riding so many emotions in one day, the unfolding situation is unprecedented and it's hard to manage.
We are living in such uncertain and volatile times. Everyone is searching for some ‘handle’ on the future? We are seeking to see what emerges and how to shape different futures - find a way forward through all the uncertainties and complexities.
Human beings have always told stories. In the beginning, we huddled around campfires. These days we huddle around the TV, mobile or computer, in pubs and restaurants, at home and at work, to create and consume the stories of our lives, other people's lives, businesses and the media.
Self-Determination Theory (SDT) has made a significant impact to field of study of human motivation. SDT added a more multi-faceted understanding of motivation. This approach can be used to better understand yourself and others.
In this blog, I take a closer look at the idea of creativity being seen as a process of ‘joining-the-dots’ and how this idea links to what we know about both individual and group creativity. And how you can use this understanding to bring creativity into your world.
You’re a business manager, leader, change agent, mentor, or coach. Your working life is all about having significant conversations that encourage collaboration, and a big part of that is influencing others. It’s a constant challenge.
Narcissism is a trait that can be very difficult to live with as well as very tricky to work with. If you're struggling to cope with a narcissist in a business context, it is challenging and it isn't all bad. Here are the up-sides and downsides of working with a narcissist, and how to survive the experience.
In the 1970s parents told children they'd get 'square eyes' from watching too much telly. There's still some snobbery around the idea of hunkering down in front of the TV, which is seen as somehow less worthy than the theatre, opera, film, books, even radio.
Nassim Nicholas Taleb, Professor of Risk Engineering, is most famous for his book, The Black Swan: The Impact Of The Highly Improbable (Penguin, 2007). In it, he outlined the concept of ‘black swan events’.
If you've ever found yourself trapped in a personal Drama Triangle, you will already know how detrimental it can be to relationships. But it also rears its ugly head in a business context, and it's something well worth watching out for.
Tip a waiter in the USA and you'll get a smile, but tip a waiter in Korea and you can cause offence. In a country where people take a lot of pride in their jobs, extra incentives to get it right the first time are an insult.
Margaret Heffernan recommends we move past the pecking order at work. As the successful former CEO of five businesses, Margaret has discovered that one of the most common ways businesses are run invariably leads to troubled waters.
In the current crisis, this may seem like an unusual way to talk about leaders. An odd way to describe how they can influence others. The idea of a leader being ‘a weaver of people’ resonates with us. We also believe a leader is a ‘weaver of stories’ - both a story-maker and a storyteller.
Are you happy at work? For most of us, our professional experience is a mix of frustration and fulfilment, plus many hours of grind which can be bland and monotonous. It can also be the opposite, highly pressured and seemingly relentless.
Writing a blog is a great way to grow your business and add value for your clients, creating a space to let you and your brand’s unique identity shine. Blogs can be a fantastic way to communicate directly with your customers and attract new ones, but with so many company blogs out there sitting unloved and unread in a dusty corner of Google’s search rankings how can you ensure that your blog avoids a similar fate?
We have been privileged to coach many ‘founders’ of businesses. Founders are a special breed. Some we have worked with in the white heat of the early days, some in the mayhem of scaling up, and some in the relative peace of the uplands, once the business has become established and successful. But all of the founders we have worked with are remarkable people whose drive and perseverance have often impressed us.
The theory of the ‘Experience Economy’ gives us a powerful way of understanding how people get what they want in any ‘marketplace’. It matters because structuring your business around the idea will change the way you look at what you are doing, and how your clients experience it. If it sounds exciting, it is. Here’s an introduction to the experience economy.
What makes an exceptional team? As the management guru Patrick Lencioni says in his 2002 book, The Five Dysfunctions of a Team, “Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.” So how functional is your team? Could you do better?
Who does teams and leadership better than anyone else? The New Zealand rugby team The All Blacks do an epic job, and their methods of working together are the primary reason behind their enviable, long-held status as the world's most successful international men's rugby team.
You've landed a new role. Big congratulations! But beware... it can be a surprisingly tricky transition, a complex pivotal time unless you're prepared. A career move can make or break a leader, especially a new leader with little experience. You need a good, solid plan of action. Here's our survival kit.
As a leader you cast light and shadow across not only your team but your organisation. That’s one heck of a responsibility. No matter how talented a leader you are, how experienced or self-aware, you will have blind spots.
Our blind spots often develop when we’re young. They help us survive, and they often start off being pretty useful. But as time goes by and your past successes become your only way to succeed in the present and future, things can get tricky. If our only approach to solving problems doesn’t work in certain environment, we’re lost.
Do you ever feel like an imposter? It's a surprisingly common phenomenon amongst leaders like you. If you find you're constantly worried that someone will realise you're not up to the job and 'find you out', you're not alone.
Some habits are good, some are dreadful, others deserve close critical examination, and some particularly strong ones even hold us back from being the best we can be, both in our personal lives and our careers.
You could pull out all the stops to compete, making every effort to become the best in every way, at every stage. Or you could win by mattering instead - mattering to your employees, mattering to the local and wider economy, mattering to your customers.
Getting your why straight is vital, and that’s why so many successful business leaders think so long and hard about it. When the commercial landscape is in a state of serious sustained turbulence, for example during an acute recession or thanks to Brexit, the why is particularly important.
Emotions are essential to human survival. But it’s all too easy for them to run away with us, especially under pressure. If you’ve ever really lost your temper in a work context you’ll know how unproductive it is. It can be difficult to handle and manage your emotions unless you know how you’re feeling from one moment to the next.
In the self-help world there are numerous books that claim to you give the four essential things you need to do, the five secrets of success, or the six principles to follow. This is compounded by the fact that people love a list, whether it’s the top ten celebrity shots or the hundred best reads for summer. The formula for success often ends up as a list, something quick and easy to digest.
As an individual or a business owner involved in a not-for-profit initiative or community endeavour, you might be interested in exploring your legacy. And it needn’t be a financial legacy. There are so many ways to give back.
Did you see it coming? MIT Professor Peter Senge suggests that one of the defining characteristics of leaders is their capacity to ‘read the signs well’. It’s called ‘sense-making’ and almost every great leader is also an excellent sense-maker.
As independent coaches, we're often seen as a useful resource to bring in when every other internal remedy has failed, a final port of call for people the organisation is struggling with. They frequently ask us to deal with problem issues.
Different conversations are central to strong leadership. At the Listening Partnership we call it ‘Conversational Dexterity’. Conversations are essential to organisations, and that means having a good breadth and depth of conversational competence then applying it deftly in different situations. No wonder great conversational skills form such a vital part of a strong leader’s repertoire.
Leaders need to be open to what fortune, or the market throws at them. Yet great leaders often seem to be luckier than others. Or are they just better able to respond to the circumstances they’re dealt?
Leaders determine the mood of their teams, their departments and their organisations. Cultivating eight simple practices can increase a leader’s capacity to diffuse a positive mood company-wide through a process known as 'limbic resonance' thanks to the pioneering work of
The world’s most successful internet company, google, has lots to teach us all about how to thrive in business today and in the future. What would google do? Is a great question to start our thinking… in 1896 christian socialist,...
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