Spending a lot of time in hospital recently for family reasons not only reminded me of the incredible work that our doctors and nurses are doing but also some of the incredible people that give up their time to help others.
One such character is a softly spoken 82-year-old Scot who I encountered on one of my many visits. A self-taught pianist who plays by ear, Gerard delights patients and visitors at several London hospitals with his repertoire and provides a welcome distraction to those in need of some therapy.
What struck me about this humble man of a few words, who has been undergoing treatment for prostate cancer for the past five years, is his passion for the piano - he does what he does because he loves it so much, ever since he first heard those first notes as a six-year-old in primary school.
Passion for piano
I guess there were two reasons for writing about this. The first simply to tell Gerard's story and the good deeds that so many people around us do and above all the generosity with their time, which we all seem to have so little of.
The second point, which I have already mentioned, is the passion for doing something you really enjoy. Watching Gerard play the piano drummed this home - there is no money in the world that can substitute the satisfaction of doing something you truly love.
There is no better feeling in the world - to use a musical term, 'allegro' or more aptly one that brings 'allegria'.
Listen to Gerard
Monday, 13 October 2014
Thursday, 9 October 2014
What's stressing you out?
+Cary Cooper is one of the UK’s leading authorities
on workplace stress and wellbeing. To coincide with World Mental Health Day on
10 October, I sought to tackle some of the lingering issues that affect us all…
Why are we all so stressed out?
CC: A lot of these issues have been compounded by the recession and the brutal departmental cuts in both the private and public sectors. So organisations have become too lean and mean, which has added considerably to each individual’s workload. However, in order to reduce ‘regrettable turnover’ HR departments have had to act to avoid burnout and losing key people by creating healthier work environments. We also have a problem admitting that we are not able to cope with common mental disorders such as depression or stress.
Stress
in the workplace…an insurmountable problem?
CC: It is a problem but we can deal with it. Most businesses are now services based and employ knowledge workers whereas before when the manufacturing sector was going strong muscular skeletal issues were prevalent. Most people now feel job insecure and badly managed and the way we need to deal with it is to try and find out what the problems are. In actual fact, the toll of presenteeism on the economy is actually double that of absenteeism (£16bn vs. £8-9bn).
CC: It is a problem but we can deal with it. Most businesses are now services based and employ knowledge workers whereas before when the manufacturing sector was going strong muscular skeletal issues were prevalent. Most people now feel job insecure and badly managed and the way we need to deal with it is to try and find out what the problems are. In actual fact, the toll of presenteeism on the economy is actually double that of absenteeism (£16bn vs. £8-9bn).
How do we solve the problem?
CC: Do a diagnosis to find out what it is that’s producing all these negative indicators. For example, the problems that a head teacher faces are different to those of a normal teacher. Therefore, organisations need to conduct wellbeing or stress audits, which are filled in anonymously by the employee. Once this is done, you need to take ownership of it and do something about it! In other words, get a group of those workers who share the same issue, it could be women and the glass ceiling, and get them to come up with ideas. It is always people at the coalface who come up with best solutions.
What
else should organisations be doing?
CC: They should engage people more and manage by praise and reward, ensuring that employees have a reasonable work-life balance. Don’t give people unmanageable workloads and unreasonable deadlines. But the key protagonist in all of this is the line manager – is he or she capable of managing human beings? If that person is a bully, then you’re up against it; if, on the other hand, they are under significant pressure themselves, you need to find a good time to give him or her feedback. Quite often senior managers are too wrapped up in their own worlds but a good one will always walk the talk and find out what’s going on.
CC: They should engage people more and manage by praise and reward, ensuring that employees have a reasonable work-life balance. Don’t give people unmanageable workloads and unreasonable deadlines. But the key protagonist in all of this is the line manager – is he or she capable of managing human beings? If that person is a bully, then you’re up against it; if, on the other hand, they are under significant pressure themselves, you need to find a good time to give him or her feedback. Quite often senior managers are too wrapped up in their own worlds but a good one will always walk the talk and find out what’s going on.
Do you think that mass communication has added to our stress levels?
CC: The problem is that workers can now be contacted 24/7 and we haven’t controlled it any way. Harold Wilson once said that we’d be working 20 hour weeks by the year 2000! In fact, new technology has now become our master and has extended the 40 hour week. Of course, a lot of organisations are encouraging their employees to leave their mobiles turned off, for example at weekends or on holiday.
What’s
your advice to ‘stressed out’ workers?
CC:
Firstly, you need to recognise the symptoms, for example you may have difficulty
concentrating, you might be feeling anxious, not sleeping well, lost your sense
of humour etc. You then need to find out the cause – is it an excessive
workload, a bullying boss or are you in the wrong job? You might want to talk
to a friend or mentor to help you think it through. Once you’ve identified what
the problem is, you can then take control and identify the solutions. Your
organisation may well have some form of Employee Assistance Programme (EAP)
that can help. You then need to examine the options available to you and see
how you can deal with it and do something about it. This might mean talking to
HR to see if it’s a training issue for example or whether there might be
another job that’s more suitable. Failing that, you might need to look
elsewhere. There are also a number of resources out there, including relaxation/meditation
techniques, which can also help.
Employers in
several European countries (Austria, Denmark and the Netherlands) are legally obliged to carry out workplace stress assessments. Germany is
considering an anti-stress act. Should we follow suit in the UK?
CC: Some sectors, such as finance, are doing a great job and many companies are carrying out annual stress and wellbeing audits as they don’t want to lose key people post-recession. They are therefore looking at ways to reduce stress levels and retain key staff. Typically, the responsibility for this would fall with HR or occupational health. Remember, if an organisation doesn’t take action they could be legally liable as a result of their duty of care under Health & Safety.
CC: Some sectors, such as finance, are doing a great job and many companies are carrying out annual stress and wellbeing audits as they don’t want to lose key people post-recession. They are therefore looking at ways to reduce stress levels and retain key staff. Typically, the responsibility for this would fall with HR or occupational health. Remember, if an organisation doesn’t take action they could be legally liable as a result of their duty of care under Health & Safety.
Professor Cary Cooper CBE is Distinguished Professor of Organisational Psychology and Health at Lancaster University Management School. He has written over 150 books on a range of topics, including stress and wellbeing at work. You can follow Cary on Twitter @ProfCaryCooper.
Sunday, 28 September 2014
'Always recruit for potential'
I recently interviewed a very senior UK professional recruiter and during our chat, in which we discussed many different topics, there was one particular message that stood out for me, so much so that I felt it warranted this post.
When I asked him what employers should be doing more of to secure and retain the best talent, he told me that particularly for long-term permanent recruitment at least, "You should always recruit for potential rather than for immediate delivery".
This got me thinking a bit because generally speaking it's fair to say that, at least in my experience, a lot of recruitment is done on skill sets, adopting the competency-based interviewing mantra that 'past experience is the best predictor of future success'.
Challenging the 'status quo'
In other words, we play it safe, we're looking for someone that ticks all the boxes in our job spec, effectively an identikit of the previous incumbent. As my esteemed interviewee put it, "Employers are often looking for a replacement for the guy that just left. That's a mistake. They left for a reason and if you hire someone like him or her, they will leave too."
This same notion is discussed by Korn Ferry CEO, Gary Burnison*. Referring to Eli Broad, the American philanthropist and entrepreneur, Burnison says, "The ideal team for him is composed of bright, capable individuals who are willing to challenge his thinking with their own ideas." No 'yes' people for Broad - tell me how we can improve things please.
The ongoing question of skill shortages and the perennial problems faced by organisations in finding the right talent for their roles formed the second part of the interview. Here, many factors come into play such as demographics, labour market flexiblity and of course the role of government and education providers in ensuring that our youth have the skills needed to drive economic growth.
When I asked him what employers should be doing more of to secure and retain the best talent, he told me that particularly for long-term permanent recruitment at least, "You should always recruit for potential rather than for immediate delivery".
This got me thinking a bit because generally speaking it's fair to say that, at least in my experience, a lot of recruitment is done on skill sets, adopting the competency-based interviewing mantra that 'past experience is the best predictor of future success'.
Challenging the 'status quo'
In other words, we play it safe, we're looking for someone that ticks all the boxes in our job spec, effectively an identikit of the previous incumbent. As my esteemed interviewee put it, "Employers are often looking for a replacement for the guy that just left. That's a mistake. They left for a reason and if you hire someone like him or her, they will leave too."
This same notion is discussed by Korn Ferry CEO, Gary Burnison*. Referring to Eli Broad, the American philanthropist and entrepreneur, Burnison says, "The ideal team for him is composed of bright, capable individuals who are willing to challenge his thinking with their own ideas." No 'yes' people for Broad - tell me how we can improve things please.
The ongoing question of skill shortages and the perennial problems faced by organisations in finding the right talent for their roles formed the second part of the interview. Here, many factors come into play such as demographics, labour market flexiblity and of course the role of government and education providers in ensuring that our youth have the skills needed to drive economic growth.
"Organisations need to wake up to the fact large
cohort of people late middle age who have got a lot to offer and are not
beyond retraining or moving into other roles. And who are probably easier to manage than Gen Y," was the other important point which my recruitment expert was keen to highlight.
I'd be very interested in your thoughts on the subject of hiring for potential.
Thanks for reading.
*Gary Burnison (CEO of Korn Ferry International), 'No Fear of Failure - Real Stories of How Leaders Deal with Risk and Change'
Sunday, 27 July 2014
Entrepreneurial spirit
We all know about and realise the importance of entrepreneurship to an economy.
I don’t have to list any of the famous business people who often started with very little to amass their empires and fortunes. Here are innovators, people who typically took risks and had the foresight to build, in many cases, something substantial out of nothing.
Entrepreneurship is often linked to innovation and governments are well aware of the need to provide assistance to start-ups because they know how vital they are vital to job creation and national income. Admittedly many fail but the ones that do make it tend to be hugely successful and the benefits to economic prosperity are significant.
I think there’s a part in all of us that harbours ambitions of working for ourselves, building something that we can call our own, and as one chap recently told me, “being your own boss and not taking orders from anyone any more”. While this has great appeal, the reality is that only the select few have the ideas, the determination and drive to make it happen and see it through – a picnic it certainly isn’t.
As we’re not all cut out for it, then what makes these individuals special? To help me out, and the idea behind this article, has been the work of best-selling author and New Yorker staff writer, +Malcolm Gladwell, in David & Goliath – Underdogs, Misfits and the Art of Battling Giants (I would also recommend you watch his interview on Inc.com in which he discusses the main themes of the book).
One extremely interesting finding is the link between dyslexia and entrepreneurship. Gladwell argues that this disadvantage – a ‘disability’ in society’s eyes – can actually be a ‘desirable difficulty’. The point he makes is that, despite the hard time dyslexics go through during their formative years, they learn to adapt from an early age and develop other skills, which sets them in good stead and gives them that entrepreneurial edge.
Notably, they are not as affected by failure. Yes, that’s right. What differentiates these mavericks is that determination to succeed, no matter what. As well we know, all success stories are fraught with failure, you need to fail (often many times), before success comes your way. Dyslexia has made them comfortable with failure from an early age.
Care to disagree
This leads nicely on to another trait that these innovators have, according to Gladwell, and that is being ‘disagreeable’. In other words they are more likely to take risks and not be affected by what others think. They are more likely to scorn conventional wisdom.
There is more to entrepreneurs than meets the eye. Although, as I’ve already said, we can all strive and dream of becoming one, the evidence would point to certain life patterns and characteristics that seemingly facilitate the path to entrepreneurship. Call it upbringing, call it genetic makeup, call it circumstances, entrepreneurs don’t just suddenly wake up, and ‘hey presto’, here’s the next winning business idea. It takes years in the making.
These people have actually spent a lot of time, often grappling with adversity and forming the attributes from an early age that are needed to ‘entreprendre’ or undertake.
This is certainly no small undertaking.
I don’t have to list any of the famous business people who often started with very little to amass their empires and fortunes. Here are innovators, people who typically took risks and had the foresight to build, in many cases, something substantial out of nothing.
Entrepreneurship is often linked to innovation and governments are well aware of the need to provide assistance to start-ups because they know how vital they are vital to job creation and national income. Admittedly many fail but the ones that do make it tend to be hugely successful and the benefits to economic prosperity are significant.
I think there’s a part in all of us that harbours ambitions of working for ourselves, building something that we can call our own, and as one chap recently told me, “being your own boss and not taking orders from anyone any more”. While this has great appeal, the reality is that only the select few have the ideas, the determination and drive to make it happen and see it through – a picnic it certainly isn’t.
Coping with failure
As we’re not all cut out for it, then what makes these individuals special? To help me out, and the idea behind this article, has been the work of best-selling author and New Yorker staff writer, +Malcolm Gladwell, in David & Goliath – Underdogs, Misfits and the Art of Battling Giants (I would also recommend you watch his interview on Inc.com in which he discusses the main themes of the book).
One extremely interesting finding is the link between dyslexia and entrepreneurship. Gladwell argues that this disadvantage – a ‘disability’ in society’s eyes – can actually be a ‘desirable difficulty’. The point he makes is that, despite the hard time dyslexics go through during their formative years, they learn to adapt from an early age and develop other skills, which sets them in good stead and gives them that entrepreneurial edge.
Notably, they are not as affected by failure. Yes, that’s right. What differentiates these mavericks is that determination to succeed, no matter what. As well we know, all success stories are fraught with failure, you need to fail (often many times), before success comes your way. Dyslexia has made them comfortable with failure from an early age.
Care to disagree
This leads nicely on to another trait that these innovators have, according to Gladwell, and that is being ‘disagreeable’. In other words they are more likely to take risks and not be affected by what others think. They are more likely to scorn conventional wisdom.
There is more to entrepreneurs than meets the eye. Although, as I’ve already said, we can all strive and dream of becoming one, the evidence would point to certain life patterns and characteristics that seemingly facilitate the path to entrepreneurship. Call it upbringing, call it genetic makeup, call it circumstances, entrepreneurs don’t just suddenly wake up, and ‘hey presto’, here’s the next winning business idea. It takes years in the making.
These people have actually spent a lot of time, often grappling with adversity and forming the attributes from an early age that are needed to ‘entreprendre’ or undertake.
This is certainly no small undertaking.
Monday, 21 July 2014
The secrets of a Productivity Ninja
Given the continual email bombardment that we’re under and the constant demands on our time, it’s no surprise that our productivity levels as individuals (and as a nation) are nose-diving. I went in search of some answers with the ‘Productivity Ninja’, +Graham Allcott.
So Graham, what is your definition of productivity?
GA: Achieving what you want to achieve for the least possible effort. Efficiency plays into it. Lots of people have lots of ambition but it’s how you manage your attention to get to those things and avoid those distractions. How do you measure it? Lots of people spend a lot of time moving all their stuff, obsessing about the perfect email. Ultimately, did you achieve what you wanted to, whatever your definition of success might be?
Give us a few top email/inbox management tips.
GA: The ultimate aim is to keep your inbox to zero. What most people find is that their inbox takes on five different jobs, for example where email lands, for reading stuff, waiting on somebody else, sending email reminders to yourself etc. The idea of inbox zero is to create a few folders (to action, to read, pending etc.) so that you get to the stage where there is never any reason to leave anything in your inbox.
Onto email etiquette – any advice in this area?
GA: The way to look at it is how do we make email etiquette as compelling an idea as say getting your inbox to zero? What we find is that people tend to copy others in their organisation, particularly more senior colleagues, depending on the company culture. So one way would be to discuss bugbears with these people, facilitate a dialogue and set some ground rules. One tip is to leave the subject line until last and to make it as appealing and functional to the person on the receiving end.
You’re not a fan of multitasking, are you?
GA: Multitasking is rapidly refocusing one thing onto another, which is tiring. What I’m saying is that sequential monotasking – bringing each task to its natural conclusion point – is a much better way to operate. The cult of being busy takes over so you need discipline to scream out the distractions. Get comfortable with imperfection and comfortable with failure, leave emails to focus on other things, allow yourself permission to do that, get permission from your boss so that response times allow you to manage email imperfectly. Open plan offices are possibly the most distracting environment, so get out as often as possible and create a space that’s conducive to focusing. For example, there’s an app that recreates a coffee shop environment.
And finally how do we become productivity ninjas?
GA: The short answer is to read my book and apply the nine characteristics mentioned! Everyone can get there, no one is perfect and we can all improve on our journey to becoming more productive. The extra work that we’ve all had to take on during the recession has inevitably led to us biting off more than we can chew. So, it’s about changing our relationship with work and being as comfortable with what we’re not as with what we are doing.
Manage your time more efficiently - two top tips
1) Think more about energy and attention levels, what I call “proactive attention” in my book. People often start with their biggest priority but ignore their energy levels – you need to schedule your work accordingly, so for example you focus on the big staff when you’re most alert. The trick is to know when your good attention comes.
2) A simple ground rule – don’t keep anything in your head, write it down, put it onto paper, for example when you have ideas along the way, always jot them down.
Graham Allcott is the author of “How to be a Productivity Ninja: Worry Less, Achieve More and Love What You Do”. You can find out more www.thinkproductive.co.uk. Graham’s book is available on Amazon.co.uk.
So Graham, what is your definition of productivity?
GA: Achieving what you want to achieve for the least possible effort. Efficiency plays into it. Lots of people have lots of ambition but it’s how you manage your attention to get to those things and avoid those distractions. How do you measure it? Lots of people spend a lot of time moving all their stuff, obsessing about the perfect email. Ultimately, did you achieve what you wanted to, whatever your definition of success might be?
Give us a few top email/inbox management tips.
GA: The ultimate aim is to keep your inbox to zero. What most people find is that their inbox takes on five different jobs, for example where email lands, for reading stuff, waiting on somebody else, sending email reminders to yourself etc. The idea of inbox zero is to create a few folders (to action, to read, pending etc.) so that you get to the stage where there is never any reason to leave anything in your inbox.
Onto email etiquette – any advice in this area?
GA: The way to look at it is how do we make email etiquette as compelling an idea as say getting your inbox to zero? What we find is that people tend to copy others in their organisation, particularly more senior colleagues, depending on the company culture. So one way would be to discuss bugbears with these people, facilitate a dialogue and set some ground rules. One tip is to leave the subject line until last and to make it as appealing and functional to the person on the receiving end.
You’re not a fan of multitasking, are you?
GA: Multitasking is rapidly refocusing one thing onto another, which is tiring. What I’m saying is that sequential monotasking – bringing each task to its natural conclusion point – is a much better way to operate. The cult of being busy takes over so you need discipline to scream out the distractions. Get comfortable with imperfection and comfortable with failure, leave emails to focus on other things, allow yourself permission to do that, get permission from your boss so that response times allow you to manage email imperfectly. Open plan offices are possibly the most distracting environment, so get out as often as possible and create a space that’s conducive to focusing. For example, there’s an app that recreates a coffee shop environment.
And finally how do we become productivity ninjas?
GA: The short answer is to read my book and apply the nine characteristics mentioned! Everyone can get there, no one is perfect and we can all improve on our journey to becoming more productive. The extra work that we’ve all had to take on during the recession has inevitably led to us biting off more than we can chew. So, it’s about changing our relationship with work and being as comfortable with what we’re not as with what we are doing.
Manage your time more efficiently - two top tips
1) Think more about energy and attention levels, what I call “proactive attention” in my book. People often start with their biggest priority but ignore their energy levels – you need to schedule your work accordingly, so for example you focus on the big staff when you’re most alert. The trick is to know when your good attention comes.
2) A simple ground rule – don’t keep anything in your head, write it down, put it onto paper, for example when you have ideas along the way, always jot them down.
Graham Allcott is the author of “How to be a Productivity Ninja: Worry Less, Achieve More and Love What You Do”. You can find out more www.thinkproductive.co.uk. Graham’s book is available on Amazon.co.uk.
Sunday, 6 July 2014
Teamwork and Le Tour
On the eve of the Le Tour peloton rolling into London, I thought it would be quite nice to post about an article I read in the +Financial Times Weekend supplement by Sir Dave Brailsford.
For those of you that don't know, Brailsford is widely recognised as the man who revolutionised British cycling, first as Performance Director of the Olympic track team and more recently as general manager of Team Sky, culminating with Sir Bradley Wiggins's landmark first British win in 2012.
"Picking the right people"
In his comment piece, Brailsford talks about the very unique set-up of a professional cycling team, the "specific role" of each 'équipier' and the need "to perform to the best of their abilities" in helping the team leader win a Tour.
The first question that needs answering is who you'll pick as your number one. The second is then selecting the eight individuals, all with different skills, that can bring you to the promised land of cycling nirvana.
Brailsford talks of the importance to "gel as a group". As he goes on to say, "The key to their [business people] success is picking the right people for important positions and encouraging them to work together as a team". Obvious parallels with the world of business.
Brailsford's "winning alchemy"
1) "Goal harmony" - everyone being aligned with the team's objectives; you win and lose together.
2) "Open-mindedness" - having the presence of mind to keep options open, particularly where innovation is concerned.
3) "Pursuit of excellence" - what everyone should aspire to, whether you're on the frontline or in a supporting role.
Meeting targets, according to Brailsford, is all about "selecting the best team available" and when making any decision, you must always ask yourself, "Will it increase our chance of winning?"
It sure has for Brailsford and his teams.
For those of you that don't know, Brailsford is widely recognised as the man who revolutionised British cycling, first as Performance Director of the Olympic track team and more recently as general manager of Team Sky, culminating with Sir Bradley Wiggins's landmark first British win in 2012.
"Picking the right people"
In his comment piece, Brailsford talks about the very unique set-up of a professional cycling team, the "specific role" of each 'équipier' and the need "to perform to the best of their abilities" in helping the team leader win a Tour.
The first question that needs answering is who you'll pick as your number one. The second is then selecting the eight individuals, all with different skills, that can bring you to the promised land of cycling nirvana.
Brailsford talks of the importance to "gel as a group". As he goes on to say, "The key to their [business people] success is picking the right people for important positions and encouraging them to work together as a team". Obvious parallels with the world of business.
Brailsford's "winning alchemy"
1) "Goal harmony" - everyone being aligned with the team's objectives; you win and lose together.
2) "Open-mindedness" - having the presence of mind to keep options open, particularly where innovation is concerned.
3) "Pursuit of excellence" - what everyone should aspire to, whether you're on the frontline or in a supporting role.
Meeting targets, according to Brailsford, is all about "selecting the best team available" and when making any decision, you must always ask yourself, "Will it increase our chance of winning?"
It sure has for Brailsford and his teams.
Saturday, 28 June 2014
Leading by example
"Know what you can be great at and find the right context to express your talents"
The key word here is 'context'. According to Douglas A. Wilson, there is no formula to leadership and it all depends on the situation.
"A country in a crisis needs a different type of leader than a country that is growing and reinvesting. An organisation that needs to be turned around needs a different kind of leader than an organisation that needs to scale by a factor of 10," explains Wilson.
Chorus of disapproval
'Leading by example' is also a phrase that we hear about often and I was keen to hear from Wilson on what he feels is its essence and the associated behaviours that go with it.
Here are his top three takeways:
1) Leaders cast a big arc of sunshine or darkness. Everyone is watching how you behave and they will emulate your actions. Therefore, always ask, “Is my behavior in this moment something I want others to act like when I’m not present?” If you can’t give a big affirmative “yes”, then change your behaviour.
2) Reinforce behaviours in others that support the culture you want to build.
3) Put a firm boundary around behaviours you do not want to see in the organisation. The actions you disapprove of are more important than the ones you support. People will take notice and word travels fast.
"Know what you can be great at and find the right context to express your talents" - Douglas A. Wilson's one abiding lesson about good leadership.
The key word here is 'context'. According to Douglas A. Wilson, there is no formula to leadership and it all depends on the situation.
"A country in a crisis needs a different type of leader than a country that is growing and reinvesting. An organisation that needs to be turned around needs a different kind of leader than an organisation that needs to scale by a factor of 10," explains Wilson.
Chorus of disapproval
'Leading by example' is also a phrase that we hear about often and I was keen to hear from Wilson on what he feels is its essence and the associated behaviours that go with it.
Here are his top three takeways:
1) Leaders cast a big arc of sunshine or darkness. Everyone is watching how you behave and they will emulate your actions. Therefore, always ask, “Is my behavior in this moment something I want others to act like when I’m not present?” If you can’t give a big affirmative “yes”, then change your behaviour.
2) Reinforce behaviours in others that support the culture you want to build.
3) Put a firm boundary around behaviours you do not want to see in the organisation. The actions you disapprove of are more important than the ones you support. People will take notice and word travels fast.
"Know what you can be great at and find the right context to express your talents" - Douglas A. Wilson's one abiding lesson about good leadership.
Thursday, 26 June 2014
Rewarding leadership behaviours
What are the behaviours that leaders should be rewarded for? I put this very question to renowned American strategy and culture development expert, Douglas A. Wilson.
"Leadership is determined by context so to answer this question, you first need to ask what is the purpose of the organisation, what is the narrative about the organisation you want to create, and what is the vision for how you will carry out a systems approach to change," says Wilson.
'Motivate exceptional performance'
According to Wilson, the modern leader needs to demonstrate the following four abilities:
1) To collaborate across teams and organisations to build synergy towards a common objective
2) To think about the organisation as a total system and how the system serves the larger purpose
3) To partner with outside players, including shareholders, customers, suppliers and potential joint venture partners
4) The ability to motivate exceptional performance
Douglas A. Wilson is the CEO of Next Solutions Inc. an advisory and consulting firm. He is a leader in innovation and strategy as well as prominent speaker, writer and New York Times best-selling author. You can find out more at nextsol.com.
"Leadership is determined by context so to answer this question, you first need to ask what is the purpose of the organisation, what is the narrative about the organisation you want to create, and what is the vision for how you will carry out a systems approach to change," says Wilson.
'Motivate exceptional performance'
According to Wilson, the modern leader needs to demonstrate the following four abilities:
1) To collaborate across teams and organisations to build synergy towards a common objective
2) To think about the organisation as a total system and how the system serves the larger purpose
3) To partner with outside players, including shareholders, customers, suppliers and potential joint venture partners
4) The ability to motivate exceptional performance
Douglas A. Wilson is the CEO of Next Solutions Inc. an advisory and consulting firm. He is a leader in innovation and strategy as well as prominent speaker, writer and New York Times best-selling author. You can find out more at nextsol.com.
Tuesday, 10 June 2014
From Stamford to Sorriso - A Boy in Brazil
+Seth Burkett is the author of the brilliant ‘The Boy in Brazil – Living, Loving and Learning in the land of football’ which tells of his time playing for Sorriso Esporte Clube in the Mato Grosso region.
To get in the mood for the World Cup, I put some questions to him ahead of the greatest show on earth...
Seth, an incredible story and riveting read. The World Cup in Brazil must bring back a lot of memories for you…
SB: So many memories come flooding back, the majority of them filled with happiness and joy. I’m particularly reminded of the place football holds in the heart of such a special nation. I think it will be the best World Cup yet. Brazilians are so infectiously happy that it will rub off on everybody. That is what happened with me – I look back on my memories with fondness.
What advice would you give anyone about moving/working overseas?
SB: You have to be prepared to step out of your comfort zone. Embrace the culture, do things you wouldn’t usually, meet as many of the locals as you can and explore the area. Always say yes. There will be times when you miss home – it is only natural – but the benefits of moving/working overseas far outweigh these negatives.
An English footballer plying his trade abroad – the two don’t often mix well. What were your main challenges and what did you do to adapt to such a different culture?
SB: The standard of living was a big shock. The whole football team – 28 of us – lived in three bedrooms in a converted garage on the edge of the Sorriso favelas. It was cramped and it was filthy, but it was home. We were served rice and beans every single meal. I found the food bland and repetitive. Then there was the heat. It was so hot that I would sweat when I ate. Even the Brazilians from more southern areas found it very hot. You get used to these challenges. My team-mates really helped. I made good friends with them, such good friends that I began not to notice these poor living conditions. I’d explore the local area with them, go out to parties and cafés in the city, meet with locals, swim in the river and venture into the small patches of rainforest still remaining. By immersing myself in the Brazilian culture I became happy and content.
What qualities does a great coach/manager need?
SB: They need to show great belief in every single player and make that player feel an important part of the system they implement. They create an environment where players are not afraid to go out of their comfort zones and attempt the unusual. They need to be positive with their feedback whilst pointing to areas in which players can improve. Everyone needs to be valued.
What did you learn about Brazil/Brazilians and what did the country/people teach you?
SB: They are the happiest people on Earth and their joy is infectious. It is a special country. At the same time Brazil as a country has a long way to go. There are millions of people in poverty and public services such as schools and hospitals are woefully inadequate. The government needs to invest in the future. It is no surprise there has been such social unrest as a result of this World Cup. The country also taught me a lot about myself. I grew up fast in Brazil, I guess I had to. I was only 18 when I went out there. The people taught me how happy you can be without having much in life. Material objects are not important, people and friendships are. The most important life lesson learnt was that everything happens for the best. Even if it doesn’t, adopting this mindset allows you to remain positive at all times. This was the Brazilian mentality.
Feijoada or fish and chips?
SB: If I’m going to a classy restaurant it would probably be feijoada. If it's the same bland, tasteless, mass-produced feijoada I was served every single meal throughout my stay – even on Christmas Day – I’d have to go with fish and chips, I’m afraid.
Any advice for Roy Hodgson and the England players?
SB: Embrace the chance to experience such a special country. Go out and meet the Brazilian people – you could inspire so many millions of people. Most of all enjoy it. It is the Brazilian way, after all.
An England futsal international, Burkett is currently completing an MA in American Literature at the University of Loughborough. The book is edited by acclaimed football writer, Ian Ridley.
To get in the mood for the World Cup, I put some questions to him ahead of the greatest show on earth...
Seth, an incredible story and riveting read. The World Cup in Brazil must bring back a lot of memories for you…
SB: So many memories come flooding back, the majority of them filled with happiness and joy. I’m particularly reminded of the place football holds in the heart of such a special nation. I think it will be the best World Cup yet. Brazilians are so infectiously happy that it will rub off on everybody. That is what happened with me – I look back on my memories with fondness.
What advice would you give anyone about moving/working overseas?
SB: You have to be prepared to step out of your comfort zone. Embrace the culture, do things you wouldn’t usually, meet as many of the locals as you can and explore the area. Always say yes. There will be times when you miss home – it is only natural – but the benefits of moving/working overseas far outweigh these negatives.
An English footballer plying his trade abroad – the two don’t often mix well. What were your main challenges and what did you do to adapt to such a different culture?
SB: The standard of living was a big shock. The whole football team – 28 of us – lived in three bedrooms in a converted garage on the edge of the Sorriso favelas. It was cramped and it was filthy, but it was home. We were served rice and beans every single meal. I found the food bland and repetitive. Then there was the heat. It was so hot that I would sweat when I ate. Even the Brazilians from more southern areas found it very hot. You get used to these challenges. My team-mates really helped. I made good friends with them, such good friends that I began not to notice these poor living conditions. I’d explore the local area with them, go out to parties and cafés in the city, meet with locals, swim in the river and venture into the small patches of rainforest still remaining. By immersing myself in the Brazilian culture I became happy and content.
What qualities does a great coach/manager need?
SB: They need to show great belief in every single player and make that player feel an important part of the system they implement. They create an environment where players are not afraid to go out of their comfort zones and attempt the unusual. They need to be positive with their feedback whilst pointing to areas in which players can improve. Everyone needs to be valued.
What did you learn about Brazil/Brazilians and what did the country/people teach you?
SB: They are the happiest people on Earth and their joy is infectious. It is a special country. At the same time Brazil as a country has a long way to go. There are millions of people in poverty and public services such as schools and hospitals are woefully inadequate. The government needs to invest in the future. It is no surprise there has been such social unrest as a result of this World Cup. The country also taught me a lot about myself. I grew up fast in Brazil, I guess I had to. I was only 18 when I went out there. The people taught me how happy you can be without having much in life. Material objects are not important, people and friendships are. The most important life lesson learnt was that everything happens for the best. Even if it doesn’t, adopting this mindset allows you to remain positive at all times. This was the Brazilian mentality.
Feijoada or fish and chips?
SB: If I’m going to a classy restaurant it would probably be feijoada. If it's the same bland, tasteless, mass-produced feijoada I was served every single meal throughout my stay – even on Christmas Day – I’d have to go with fish and chips, I’m afraid.
Any advice for Roy Hodgson and the England players?
SB: Embrace the chance to experience such a special country. Go out and meet the Brazilian people – you could inspire so many millions of people. Most of all enjoy it. It is the Brazilian way, after all.
An England futsal international, Burkett is currently completing an MA in American Literature at the University of Loughborough. The book is edited by acclaimed football writer, Ian Ridley.
Monday, 26 May 2014
Tuesdays with Morrie
As it says on the book's back cover, Tuesdays with Morrie is "a magical chronicle of their time together", the word 'their' referring to the author/journalist Mitch Albom, who goes back to revisit his old university professor to discuss life.
It's a book that I find myself dipping in and out of from time to time, as the lessons remain so particularly relevant to all of us, and serves as a great moral and spiritual compass, with that good old-fashioned advice that is passed down the generations.
So, as someone who has always been captivated by the teachings of village elders, I sought to follow in Mitch's footsteps and I interviewed my father's dearest childhood friend, a sprightly 85-year-old retired ex-railway worker (who left school at the age of 11).
My chat lasted about an hour and took place on just the one day and during that time I tried to cover many of the topics from the book. For the purposes of this post, I will dwell on what I thought was the standout point that this remarkable man made to me.
Are you happy with your lot?
The closest translation (from the Italian) that I could find would be something akin to being happy with your lot. We hear this quite often in many different guises, for example when we're told to count our blessings.
Here was a man with no regrets who was extremely happy with his life's 'opus', what he had achieved in life and would do it all over again. The word envy did not exist in his vocabulary and the only thing he might 'begrudge' his fellow man was their peace of mind.
Throughout our conversation I kept getting little reminders about this, almost as if he wanted to make sure that I got the message. "It's important that we don't expect manna from heaven", "Starting from an honest base without having too many big ideas", "I think what I've achieved is sufficient". There were other examples.
His life philosophy I think was best summed up when I asked him if he would rate his life a 10 out of 10. To which he replied, "Well, I think we could all settle for a nine".
Shouldn't we all just lower the bar a bit generally, be happy with what we have and above all with who we are? If it means peace of mind, then surely it's a price worth paying. Message received loud and clear.
It's a book that I find myself dipping in and out of from time to time, as the lessons remain so particularly relevant to all of us, and serves as a great moral and spiritual compass, with that good old-fashioned advice that is passed down the generations.
So, as someone who has always been captivated by the teachings of village elders, I sought to follow in Mitch's footsteps and I interviewed my father's dearest childhood friend, a sprightly 85-year-old retired ex-railway worker (who left school at the age of 11).
My chat lasted about an hour and took place on just the one day and during that time I tried to cover many of the topics from the book. For the purposes of this post, I will dwell on what I thought was the standout point that this remarkable man made to me.
Are you happy with your lot?
The closest translation (from the Italian) that I could find would be something akin to being happy with your lot. We hear this quite often in many different guises, for example when we're told to count our blessings.
Here was a man with no regrets who was extremely happy with his life's 'opus', what he had achieved in life and would do it all over again. The word envy did not exist in his vocabulary and the only thing he might 'begrudge' his fellow man was their peace of mind.
Throughout our conversation I kept getting little reminders about this, almost as if he wanted to make sure that I got the message. "It's important that we don't expect manna from heaven", "Starting from an honest base without having too many big ideas", "I think what I've achieved is sufficient". There were other examples.
His life philosophy I think was best summed up when I asked him if he would rate his life a 10 out of 10. To which he replied, "Well, I think we could all settle for a nine".
Shouldn't we all just lower the bar a bit generally, be happy with what we have and above all with who we are? If it means peace of mind, then surely it's a price worth paying. Message received loud and clear.
Monday, 19 May 2014
Ignorance is bliss
I recently read that email takes up 28% of our time at work, which is a startling statistic in itself. Clearly, there are many things we can do to boost our productivity and many books have been written on the subject.
However, I'm not here to give any advice about when you should check your emails or the steps you should take to declutter your inbox.
Steal back time...learn to let go
This did get me thinking about one thing that we can probably all do more of as we try to steal back some of that precious time that gets so invaded by the constant barrage of requests that bombard us.
I often find myself trying to understand some issue or other that I have had no personal experience with but which may have been discussed in an email or during a conference call, and that for some reason known only to me, I somehow need to contemplate further.
Well, you'll be glad to hear that I'm beginning to learn my lesson and that sometimes you just, well, need to let go. For one, there's only so much that our brains can take, secondly we don't actually need to understand some things and thirdly we should accept our own limitations and move on to something else.
Surrender and admit defeat
Now I'm not advocating that we should just dismiss these 'intrusions' - in fact, trying to work something out is very admirable and can get you plenty of brownie points, but sometimes we just need to surrender - for our own mental wellbeing as much as anything.
There are just some things that are best left to the experts, people who know a darn sight more than either me or you will ever know. So leave them to it, ask a question or two by all means, but if you can see that there are no gains in prolonging the agony, quit while you're ahead.
As knowledge workers, we're constantly expected to absorb and process so much information, our time is constantly taken up with email, meetings and deadlines. It's a wonder sometimes how we are able to carry on at all.
There are some things we'll never have first hand experience of, so there's no shame in admitting it - to others if need be but most importantly to ourselves.
Our time is better spent elsewhere and productivity will be the beneficiary. As will our mental sanity. There are also plenty of things we don't need to know or get involved in.
Ignorance in this sense can definitely be blissful.
However, I'm not here to give any advice about when you should check your emails or the steps you should take to declutter your inbox.
Steal back time...learn to let go
This did get me thinking about one thing that we can probably all do more of as we try to steal back some of that precious time that gets so invaded by the constant barrage of requests that bombard us.
I often find myself trying to understand some issue or other that I have had no personal experience with but which may have been discussed in an email or during a conference call, and that for some reason known only to me, I somehow need to contemplate further.
Well, you'll be glad to hear that I'm beginning to learn my lesson and that sometimes you just, well, need to let go. For one, there's only so much that our brains can take, secondly we don't actually need to understand some things and thirdly we should accept our own limitations and move on to something else.
Surrender and admit defeat
Now I'm not advocating that we should just dismiss these 'intrusions' - in fact, trying to work something out is very admirable and can get you plenty of brownie points, but sometimes we just need to surrender - for our own mental wellbeing as much as anything.
There are just some things that are best left to the experts, people who know a darn sight more than either me or you will ever know. So leave them to it, ask a question or two by all means, but if you can see that there are no gains in prolonging the agony, quit while you're ahead.
As knowledge workers, we're constantly expected to absorb and process so much information, our time is constantly taken up with email, meetings and deadlines. It's a wonder sometimes how we are able to carry on at all.
There are some things we'll never have first hand experience of, so there's no shame in admitting it - to others if need be but most importantly to ourselves.
Our time is better spent elsewhere and productivity will be the beneficiary. As will our mental sanity. There are also plenty of things we don't need to know or get involved in.
Ignorance in this sense can definitely be blissful.
Sunday, 11 May 2014
Execs and the frontline
A recent article from Douglas A. Wilson published by the +Harvard Business Review Blog Network prompted me to pick up the discussion and add to it from my own previous interviews.
I'll let you read the article for yourself and include the link at the bottom but in brief Wilson talks about what execs can do to keep in touch with what's going on in "all corners of your organisation" and he goes on to list three questions that they can ask.
Clearly, spending time with frontline workers, understanding their realities and trying to make a difference should be a top priority for all leaders – TV programmes such as 'Undercover Boss' really drive the point home.
Standing among your people
And as Professor Julian Birkinshaw pointed out to me, "There are many smaller ways of getting ourselves closer to the front line, and into the mindset of the people working for us. For example, many retail bosses spend time serving behind the food counter and working the tills."
When I asked leadership expert John Adair if modern day leaders are too detached from their people, he answered that
"True leaders should be among their people, especially when it comes to sharing dangers and hardships. Otherwise a social distance develops and understanding (which literally means to stand among people) goes out of the window".
But staying connected with fellow workers isn't just the preserve of CEOs and leaders - the same principle applies to all managers who strive to become better bosses. And given that feedback is typically very hard to come by, that brings me to Jill Geisler's 'Million Dollar Question'.
This applies as much to C-Suite execs as it does to middle managers and is a slight variant on Wilson's first question. So, from today onwards, start asking, "Is there anything you need more of – or less of – from me?"
I for one already have.
I for one already have.
Thursday, 1 May 2014
Should I stay or should I go?
I read a great article on LinkedIn recently by +Moz Hussain in which he discussed the big Hamletian work question, 'To stay or to leave (my job)?'
Many of us have probably been in that predicament, a bit miffed that maybe we were overlooked for that promotion or that old chestnut of 'overworked and underpaid', so it's fairly easy to go down that route and entertain the leaving dilemma.
The right mindset
Moz makes the obvious point that if you feel you're not getting anywhere, than you should perhaps do yourself and your company a favour. Quit complaining and move on. But he also points to the negative mindset and victim mentality that can seep in, which may well have nothing to do with the work environment. In fact, "That's something that moving companies won't solve," Hussain stresses.
As well as following your passions ("Do a job that you love and you'll never work another day" as Confucius allegedly said, or words to that effect) the article also talks about taking "step jumps", in other words looking for opportunities to develop. And the final point Hussain makes is about getting your work-life balance right, which is of course a key consideration.
Make the most of this opportunity
All very sound advice and it got me thinking about that doyen of creative thinking and advertising heavyweight, Paul Arden. In his brilliant book, 'Whatever you think, think the opposite' he advocates not staying in a job too long and that if you're constantly fighting an uphill battle to get your ideas accepted, then you should resign - "It takes courage but it is the right move" according to Arden.
Whichever route you decide to take, whether you stay or ultimately go, make sure you make the most of the opportunity you're given or as Arden puts it, "The one you have in hand is the opportunity".
If you're not happy, then it might well be time to go - but who's to say that the pattern won't repeat itself. And as we all know, the grass is not always greener on the other side.
Read Moz Hussain's article on LinkedIn
Many of us have probably been in that predicament, a bit miffed that maybe we were overlooked for that promotion or that old chestnut of 'overworked and underpaid', so it's fairly easy to go down that route and entertain the leaving dilemma.
The right mindset
Moz makes the obvious point that if you feel you're not getting anywhere, than you should perhaps do yourself and your company a favour. Quit complaining and move on. But he also points to the negative mindset and victim mentality that can seep in, which may well have nothing to do with the work environment. In fact, "That's something that moving companies won't solve," Hussain stresses.
As well as following your passions ("Do a job that you love and you'll never work another day" as Confucius allegedly said, or words to that effect) the article also talks about taking "step jumps", in other words looking for opportunities to develop. And the final point Hussain makes is about getting your work-life balance right, which is of course a key consideration.
Make the most of this opportunity
All very sound advice and it got me thinking about that doyen of creative thinking and advertising heavyweight, Paul Arden. In his brilliant book, 'Whatever you think, think the opposite' he advocates not staying in a job too long and that if you're constantly fighting an uphill battle to get your ideas accepted, then you should resign - "It takes courage but it is the right move" according to Arden.
Whichever route you decide to take, whether you stay or ultimately go, make sure you make the most of the opportunity you're given or as Arden puts it, "The one you have in hand is the opportunity".
If you're not happy, then it might well be time to go - but who's to say that the pattern won't repeat itself. And as we all know, the grass is not always greener on the other side.
Read Moz Hussain's article on LinkedIn
Monday, 21 April 2014
Developing your leadership capability
In my first post, Fiona Elsa Dent, co-author of the ‘The leader’s guide to influence – How to use soft skills to get hard results’, provided some top tips to maintaining and developing effective and influential working relationships. Here I cover some of the other key topics from the book with her...
What’s the most important aspect of leadership in your eyes and what’s the most common mistake leaders make?
FED: For me it’s about understanding the importance of your reputation and how delicate this can be. There are any recent examples of leaders being toppled off their perch by not recognising the importance of this aspect eg MPs in expenses scandals, bankers etc. The issue here is that it is often not only their own reputation that is affected but that of the organisation as well.
Tell us about the specific training needed to understand what it means to be a leader and having the necessary leadership ability (which not all leaders have)…
FED: I see developing your leadership capability as a process. Leadership has many different meanings and it is not always about getting to the top of an organisation. Self-awareness, awareness of others and feedback are three of the key areas any good leadership development programme should cover. Regular top-ups are also necessary via coaching, mentoring and feedback from others. No one course is going to train you as a leader; it will help you get started but nothing is better than structured learning through the job.
How do I go about exerting influence and making an impact within my organisation?
FED: Recognise that influencing is situational - it’s about relationships, it’s a process not an event and it means movement, so requires adaptable behaviour and approaches. Authenticity, integrity and knowing others' perspectives about the issue are also vital.
You mention the importance of attentive listening in your book. What can I do to become more effective at this?
FED: Ask others for feedback about your listening skills. Do they think you are a good listener and why? It is also good to reflect about the quality of your listening: are you a data focused listener or an emotionally focused listener ie do you listen for facts and figures or are you more likely to pick up on emotions and feelings rather than data?
We often hear about the importance of delegation. What should I do to better empower my team/staff?
FED: The most important skill to enable delegation is to coach your staff. That way you will know what they are capable of and enjoy doing so making it easier to structure who and what you delegate. Delegation is really a development process.
Let’s move on to organisational politics. Must we ‘play the game’ to succeed?
FED: I believe that politics is an integral part of organisational life. And, it need not be negative. First of all, recognise that politics exists, and what it means in your organisation. It’s not about game playing, it is really about managing yourself and your relationships to the best advantage for you, your role and the organisation.
We also often hear (in recruitment) about finding the right person to fit the organisational mould or culture. Where do you stand on this?
FED: I absolutely agree with this – knowing what the culture of the organisation is will help you to understand how work is done, how people relate and what the organisation is all about – so, for instance typically it might be very different to work in a very large organisation than it will be in a small start up. Knowing the sort of culture you seek will ensure you are motivated and delivering your best. Working in a culture that doesn’t suit you can lead to motivation and morale issues.
In your book, you also talk about the importance of feedback. What practical steps can we take to improve the ratio of ‘positivity to negativity’ as you call it?
FED: Good quality feedback is one of the important keys to becoming a great leader or influencer. Building a feedback culture takes time and effort and will not happen overnight. As a leader or manager it rests with you to incorporate feedback into your day to day work, so for instance at the next meeting you hold encourage people to say something they appreciated about each other's contribution to the meeting.
What advice would you give to aspiring leaders and those already in leadership positions?
FED: Find a good mentor, coach and sponsor. They are all different roles so not one person.
And what's the best piece of advice that you’ve been given?
FED: Follow your own instincts and take a few (calculated) risks.
Fiona Elsa Dent is a leadership expert and on the Associate Faculty at Ashridge Business School. She has written nine books, including her most recent ‘The Leader’s Guide to Managing People’, which she also co-authored with Mike Brent. You can find out more about Fiona and her work/research at ashridge.org.uk or feddevelopment.co.uk.
What’s the most important aspect of leadership in your eyes and what’s the most common mistake leaders make?
FED: For me it’s about understanding the importance of your reputation and how delicate this can be. There are any recent examples of leaders being toppled off their perch by not recognising the importance of this aspect eg MPs in expenses scandals, bankers etc. The issue here is that it is often not only their own reputation that is affected but that of the organisation as well.
Tell us about the specific training needed to understand what it means to be a leader and having the necessary leadership ability (which not all leaders have)…
FED: I see developing your leadership capability as a process. Leadership has many different meanings and it is not always about getting to the top of an organisation. Self-awareness, awareness of others and feedback are three of the key areas any good leadership development programme should cover. Regular top-ups are also necessary via coaching, mentoring and feedback from others. No one course is going to train you as a leader; it will help you get started but nothing is better than structured learning through the job.
How do I go about exerting influence and making an impact within my organisation?
FED: Recognise that influencing is situational - it’s about relationships, it’s a process not an event and it means movement, so requires adaptable behaviour and approaches. Authenticity, integrity and knowing others' perspectives about the issue are also vital.
You mention the importance of attentive listening in your book. What can I do to become more effective at this?
FED: Ask others for feedback about your listening skills. Do they think you are a good listener and why? It is also good to reflect about the quality of your listening: are you a data focused listener or an emotionally focused listener ie do you listen for facts and figures or are you more likely to pick up on emotions and feelings rather than data?
We often hear about the importance of delegation. What should I do to better empower my team/staff?
FED: The most important skill to enable delegation is to coach your staff. That way you will know what they are capable of and enjoy doing so making it easier to structure who and what you delegate. Delegation is really a development process.
Let’s move on to organisational politics. Must we ‘play the game’ to succeed?
FED: I believe that politics is an integral part of organisational life. And, it need not be negative. First of all, recognise that politics exists, and what it means in your organisation. It’s not about game playing, it is really about managing yourself and your relationships to the best advantage for you, your role and the organisation.
We also often hear (in recruitment) about finding the right person to fit the organisational mould or culture. Where do you stand on this?
FED: I absolutely agree with this – knowing what the culture of the organisation is will help you to understand how work is done, how people relate and what the organisation is all about – so, for instance typically it might be very different to work in a very large organisation than it will be in a small start up. Knowing the sort of culture you seek will ensure you are motivated and delivering your best. Working in a culture that doesn’t suit you can lead to motivation and morale issues.
In your book, you also talk about the importance of feedback. What practical steps can we take to improve the ratio of ‘positivity to negativity’ as you call it?
FED: Good quality feedback is one of the important keys to becoming a great leader or influencer. Building a feedback culture takes time and effort and will not happen overnight. As a leader or manager it rests with you to incorporate feedback into your day to day work, so for instance at the next meeting you hold encourage people to say something they appreciated about each other's contribution to the meeting.
What advice would you give to aspiring leaders and those already in leadership positions?
FED: Find a good mentor, coach and sponsor. They are all different roles so not one person.
And what's the best piece of advice that you’ve been given?
FED: Follow your own instincts and take a few (calculated) risks.
Monday, 14 April 2014
Soft skills that get hard results
Co-author of ‘The leader’s guide to influence – How to use soft skills to get hard results’, Fiona Elsa Dent is a leadership expert and on the Associate Faculty at Ashridge Business School.
The title of the book would appear to be a contradiction in terms - after all, we maybe don't often give 'soft' skills the importance they warrant in the hard-nosed world of business in which weaknesses can be brutally exposed.
But as Fiona is quick to point out, "It may seem that way but the reality of working life is that people are at the heart of what most of us do on a day to day basis. The more we can learn and use skills that help us to create and build effective relationships the more successful we will be."
The process of influence
So, what do we need to focus on to develop and maintain effective and influential working relationships? Here are Fiona's top tips...
1) Reputation is everything – you lose it at your peril
2) Prepare well – take time and plan the process you will adopt
3) Focus on what’s in it for others and frame your ideas accordingly
4) Be patient – influence is a process not an event
Fiona Elsa Dent has written nine books, including her most recent ‘The Leader’s Guide to Managing People’, which she also co-authored with Mike Brent.
You can find out more about Fiona and her work/research at ashridge.org.uk or at feddevelopment.co.uk.
The title of the book would appear to be a contradiction in terms - after all, we maybe don't often give 'soft' skills the importance they warrant in the hard-nosed world of business in which weaknesses can be brutally exposed.
But as Fiona is quick to point out, "It may seem that way but the reality of working life is that people are at the heart of what most of us do on a day to day basis. The more we can learn and use skills that help us to create and build effective relationships the more successful we will be."
The process of influence
So, what do we need to focus on to develop and maintain effective and influential working relationships? Here are Fiona's top tips...
1) Reputation is everything – you lose it at your peril
2) Prepare well – take time and plan the process you will adopt
3) Focus on what’s in it for others and frame your ideas accordingly
4) Be patient – influence is a process not an event
Fiona Elsa Dent has written nine books, including her most recent ‘The Leader’s Guide to Managing People’, which she also co-authored with Mike Brent.
You can find out more about Fiona and her work/research at ashridge.org.uk or at feddevelopment.co.uk.
Sunday, 30 March 2014
Switching off
How would you feel (be honest) if you were to be without your smartphone for the next week/10 days or more? Do you think you'd adapt?
Well, that's exactly what happened to yours truly and boy has it been a revelation. A faulty battery, an online order, a couple of delayed deliveries and here I am writing about my ongoing reality sans smartphone (don't get me started on customer services).
Now although my smartphone has been out of action, I can squeeze a few operational minutes before it suddenly decides to switch itself off (I did vent my frustration by phone and email as you wouldn't expect a knackered battery after a few months from one of the allegedly best devices on the market).
Learning to 'switch off'
However, to my surprise I've almost learned to live without it. The fact that I have a limited usage time of my device kind of works as a self-disciplinary mechanism: 'You can use me for 15 minutes maximum a day, so make the most of it!'
Fine by me. I have to recharge it frequently and then I know that I'll only have a few minutes to check emails etc. and then the dreaded black screen appears. Not so bad really as I'm probably actually 'switching off' a lot more than I used to.
The fact that I can't use it as a phone has its downsides. But it has made me realise just how much I was dependent on it and that I feel better now that I've reduced my surfing and social media time. And this can only be a good thing as technology does take up a disproportionately huge amount of our time.
A period of abstinence
And given that we're in Lent, it got me thinking about how many things there are that we could do without, and that when we do abstain, we often find that we could quite comfortably continue without going back to our old ways (think food or alcohol for example). Abstinence is healthy, good for the mind and the body.
Although this has been forced on me and not in fact a self-imposed 'digital detox', I never thought that a replacement battery could make me so happy. My phone switching off has helped me to switch off. A smart phone after all.
Sunday, 9 March 2014
Get a life or risk burnout
Productivity, engagement, wellbeing and work-life balance - just some of the topical points I covered with +Cary Cooper.
Does improved productivity bring about increased wellbeing?
CC: Actually you need to create a wellbeing environment first so that employees enjoy working with their colleagues, are allowed to work flexibly and treated with respect. Then you’ll get productivity. This is an area that needs addressing.
Define employee engagement and explain what it should achieve.
CC: It means different things to different people, but is only one aspect of a wellbeing strategy. Employees need to be given greater control and autonomy and be kept informed as to what’s happening within an organisation. Then they’ll feel more engaged.
Let’s look at workplace stress/mental health. Are organisations doing enough to ensure the wellbeing of their staff?
CC: Some organisations are doing better than others at the moment but most aren’t doing what they should. Paradoxically, City firms and companies in sectors such as banking are leading the way, focusing on retention and attraction, concerned with ‘regrettable turnover’, so they’re introducing wellbeing strategies following their ‘meaner and leaner’ stripped down structures that resulted from the economic crisis, which has highlighted the issue of talent management.
And what should we as employees be doing to address our work-life balance?
CC: In the end you’ll be judged on how you perform, not on whether you clock out at 8pm. You may think that that’s what others are expecting, but it’s a recipe for burnout. So it’s back to having a life outside, so you can go to work refreshed and come back energised. You should also work as a team player rather than compete with your fellow colleagues, so avoid office politics and one-upmanship. Stay positive and supportive of your colleagues!
Give one piece of advice to the UK workforce, to managers and to employers in 2014.
CC: If you’re an employer or manager, allow people autonomy and control. Trust and value them, and you’ll reap the dividends in performance and loyalty.
And what’s the best piece of career/life advice that anyone has given you?
CC: As you move up the organisational ladder, make sure you help people along the way. Value and support them, even if they are competitor colleagues for promotion. In the end, you will be able to draw on them for help and support when you need it.
Cary Cooper is Distinguished Professor of Organisational Psychology and Health at Lancaster University Management School. He has written over 150 books on a range of topics, including stress and wellbeing at work. You can follow Cary @ProfCaryCooper.
Does improved productivity bring about increased wellbeing?
CC: Actually you need to create a wellbeing environment first so that employees enjoy working with their colleagues, are allowed to work flexibly and treated with respect. Then you’ll get productivity. This is an area that needs addressing.
Define employee engagement and explain what it should achieve.
CC: It means different things to different people, but is only one aspect of a wellbeing strategy. Employees need to be given greater control and autonomy and be kept informed as to what’s happening within an organisation. Then they’ll feel more engaged.
Let’s look at workplace stress/mental health. Are organisations doing enough to ensure the wellbeing of their staff?
CC: Some organisations are doing better than others at the moment but most aren’t doing what they should. Paradoxically, City firms and companies in sectors such as banking are leading the way, focusing on retention and attraction, concerned with ‘regrettable turnover’, so they’re introducing wellbeing strategies following their ‘meaner and leaner’ stripped down structures that resulted from the economic crisis, which has highlighted the issue of talent management.
And what should we as employees be doing to address our work-life balance?
CC: In the end you’ll be judged on how you perform, not on whether you clock out at 8pm. You may think that that’s what others are expecting, but it’s a recipe for burnout. So it’s back to having a life outside, so you can go to work refreshed and come back energised. You should also work as a team player rather than compete with your fellow colleagues, so avoid office politics and one-upmanship. Stay positive and supportive of your colleagues!
Give one piece of advice to the UK workforce, to managers and to employers in 2014.
CC: If you’re an employer or manager, allow people autonomy and control. Trust and value them, and you’ll reap the dividends in performance and loyalty.
And what’s the best piece of career/life advice that anyone has given you?
CC: As you move up the organisational ladder, make sure you help people along the way. Value and support them, even if they are competitor colleagues for promotion. In the end, you will be able to draw on them for help and support when you need it.
Cary Cooper is Distinguished Professor of Organisational Psychology and Health at Lancaster University Management School. He has written over 150 books on a range of topics, including stress and wellbeing at work. You can follow Cary @ProfCaryCooper.
Monday, 3 March 2014
Work smart - is your glass half full?
Working smart isn't just about being more efficient or productive in your role. It's a question of wellbeing and having a positive mental attitude.
As one of the UK’s leading authorities on workplace stress and wellbeing, +Cary Cooper is perfectly placed to give sound advice.
Work smarts – three top tips
1) Don’t insist on working long hours and make sure you have an outside life. This will help you perform better at work, so invest in your relationships outside of work.
2) If you’re in a management role, make sure you manage by praise and reward, not fault finding.
3) Adopt a ‘glass half full’ mentality. Instead of ‘I can’t do this or that’ say ‘Anything is possible’. Think about the possibilities of change because change is here to stay.
As one of the UK’s leading authorities on workplace stress and wellbeing, +Cary Cooper is perfectly placed to give sound advice.
Work smarts – three top tips
1) Don’t insist on working long hours and make sure you have an outside life. This will help you perform better at work, so invest in your relationships outside of work.
2) If you’re in a management role, make sure you manage by praise and reward, not fault finding.
3) Adopt a ‘glass half full’ mentality. Instead of ‘I can’t do this or that’ say ‘Anything is possible’. Think about the possibilities of change because change is here to stay.
Cary Cooper is Distinguished Professor of Organisational Psychology and Health at Lancaster University Management School. He has written over 150 books on a range of topics, including stress and wellbeing at work. You can follow Cary @ProfCaryCooper.
Sunday, 2 March 2014
How to finetune your job search strategy
To be as effective as possible in your job search, you need to "treat job hunting like it's your business," says career management expert and award-winning CV writer +Sandra Ingemansen. Here are her seven top tips...
1) Make sure your CV is ready at a moment's notice
You should always be prepared for a career opportunity. You don’t want to make hiring decision makers wait for you. Or hire someone to write your CV for you. It may be too late by the time you’re done.
2) Define your target jobs and industries
Otherwise, you’re wasting precious time. Employers see that as unfocused, which is the kiss of death. Why? Because unfocused CV and job search = unfocused at work.
3) Incorporate social media, especially LinkedIn
If you Google yourself (88% of employers do), the chances are that your LinkedIn profile comes up within the first 10 listings under your name. That’s where recruiters and employers are going to go first. If you’re not social media savvy, your job search fire will soon fizzle out because you can bet that it’s definitely part of a competitor’s suite of career marketing tactics.
4) Network to discover hidden job opportunities
If you want quick results, don’t post your CV on job boards. It has a 5% effectiveness rate, whereas networking has more than a 50% effectiveness rating. In today's market, jobs are being filled before the general public even knows there are openings. This is where doing your company research and contacting decision makers within those companies comes in. Read company/employee blogs, press releases, tweets, Facebook pages, LinkedIn updates etc.
5) Familiarise yourself with hiring trends
If you haven’t adapted your current job search to the constantly evolving shifts in recruiting, hiring and employment, it’s a sure-fire way to position yourself as an out-of-touch job seeker who doesn’t know what it takes to be competitive. Big red flags for hiring decision makers.
6) Treat job hunting like it's your your business
That means working 40 hours — it’s your full-time job — so stay vigilant until you land that next opportunity.
7) Continue training and learning new skills
Professional development means added marketability during your job search.
Do you have an ATS friendly CV?
You can find out more about Sandra a www.resume-strategies.com or follow her on Twitter @Resume911.
1) Make sure your CV is ready at a moment's notice
You should always be prepared for a career opportunity. You don’t want to make hiring decision makers wait for you. Or hire someone to write your CV for you. It may be too late by the time you’re done.
2) Define your target jobs and industries
Otherwise, you’re wasting precious time. Employers see that as unfocused, which is the kiss of death. Why? Because unfocused CV and job search = unfocused at work.
3) Incorporate social media, especially LinkedIn
If you Google yourself (88% of employers do), the chances are that your LinkedIn profile comes up within the first 10 listings under your name. That’s where recruiters and employers are going to go first. If you’re not social media savvy, your job search fire will soon fizzle out because you can bet that it’s definitely part of a competitor’s suite of career marketing tactics.
4) Network to discover hidden job opportunities
If you want quick results, don’t post your CV on job boards. It has a 5% effectiveness rate, whereas networking has more than a 50% effectiveness rating. In today's market, jobs are being filled before the general public even knows there are openings. This is where doing your company research and contacting decision makers within those companies comes in. Read company/employee blogs, press releases, tweets, Facebook pages, LinkedIn updates etc.
5) Familiarise yourself with hiring trends
If you haven’t adapted your current job search to the constantly evolving shifts in recruiting, hiring and employment, it’s a sure-fire way to position yourself as an out-of-touch job seeker who doesn’t know what it takes to be competitive. Big red flags for hiring decision makers.
6) Treat job hunting like it's your your business
That means working 40 hours — it’s your full-time job — so stay vigilant until you land that next opportunity.
7) Continue training and learning new skills
Professional development means added marketability during your job search.
Do you have an ATS friendly CV?
You can find out more about Sandra a www.resume-strategies.com or follow her on Twitter @Resume911.
Thursday, 27 February 2014
Worker wellbeing in six steps
+Cary Cooper is one of the UK’s leading authorities on workplace stress and wellbeing. In this first instalment, he lays out his recommendations for organisations...
Improving wellbeing – a six point plan
1) Conduct a wellbeing audit – all the instruments are out there eg ASSET
2) Identify where the problems are, then use focus groups with staff to develop a change plan
3) Ensure that your managers are ‘socially skilled’, by training and recruitment
4) Don’t just allow flexible working, encourage it
5) Eradicate the long working hours culture
6) Trust and value your people, and you’ll get improved engagement
Cary Cooper is Distinguished Professor of Organisational Psychology and Health at Lancaster University Management School. He has written over 150 books on a range of topics, including stress and wellbeing at work. You can follow Cary @ProfCaryCooper.
Improving wellbeing – a six point plan
1) Conduct a wellbeing audit – all the instruments are out there eg ASSET
2) Identify where the problems are, then use focus groups with staff to develop a change plan
3) Ensure that your managers are ‘socially skilled’, by training and recruitment
4) Don’t just allow flexible working, encourage it
5) Eradicate the long working hours culture
6) Trust and value your people, and you’ll get improved engagement
Cary Cooper is Distinguished Professor of Organisational Psychology and Health at Lancaster University Management School. He has written over 150 books on a range of topics, including stress and wellbeing at work. You can follow Cary @ProfCaryCooper.
Saturday, 22 February 2014
Leadership Q&A with John Adair
What three questions would you ask one of the world’s foremost leadership thinkers? Here are John Adair’s answers to mine…
What are effective leaders magnificent at doing?
JA: What effective leaders do well is to enable their team or organisation to achieve its task, maintain and build the common teamwork, and to help each individual member to develop their full potential.
Are modern day leaders too detached from their people/followers?
JA: True leaders should be among their people, especially when it comes to sharing dangers and hardships. Otherwise a social distance develops and understanding (which literally means to stand among people) goes out of the window. While this presents no problems to most leaders who aspire to excellence (or for senior leaders in olden days), security problems make it difficult if not impossible for national leaders to move freely among their people in today's environment. Even so, the best leaders avoid this threat of becoming detached by using their creativity in order to ensure that they do stay in touch.
What is the most overstated aspect of leadership?
JA: People in leadership roles (who are not always leaders in terms of having the necessary leadership ability) tend to overstate achieving the task at the expense of building the team or releasing the creative potential of the individuals that work with them.
John Adair has written many books on leadership, including ‘Effective Leadership’ and ‘The Leadership of Muhammad’. You can find out more at johnadair.co.uk.
What are effective leaders magnificent at doing?
JA: What effective leaders do well is to enable their team or organisation to achieve its task, maintain and build the common teamwork, and to help each individual member to develop their full potential.
Are modern day leaders too detached from their people/followers?
JA: True leaders should be among their people, especially when it comes to sharing dangers and hardships. Otherwise a social distance develops and understanding (which literally means to stand among people) goes out of the window. While this presents no problems to most leaders who aspire to excellence (or for senior leaders in olden days), security problems make it difficult if not impossible for national leaders to move freely among their people in today's environment. Even so, the best leaders avoid this threat of becoming detached by using their creativity in order to ensure that they do stay in touch.
What is the most overstated aspect of leadership?
JA: People in leadership roles (who are not always leaders in terms of having the necessary leadership ability) tend to overstate achieving the task at the expense of building the team or releasing the creative potential of the individuals that work with them.
John Adair has written many books on leadership, including ‘Effective Leadership’ and ‘The Leadership of Muhammad’. You can find out more at johnadair.co.uk.
Sunday, 16 February 2014
Office irritants - email responsiveness
One of my pet peeves is people not replying to emails. And I'd like to think I'm a reasonable person so by that I mean within a reasonable timeframe and assuming you're at work and able to do so!
I mentioned this to an esteemed colleague of mine the other day who pointed out, "There is really no excuse, it should be common courtesy to do so." Phew, it's not just me.
You can imagine my delight when I discovered that Lou D'Ambrosio, former CEO of Sears Holdings and Avaya, is also onside (I quote from Betty Liu's excellent book, "Work Smarts: What CEOs Say You Need to Know to Get Ahead").
'Single digits, low numbers' – got it?
Lou says, "When I send an email to somebody, I do expect a relatively immediate response. Responsiveness is measured in hours not days. And hours being, you know, single digits. And like low numbers."
I'm sure you can all think of an offendor. And it seems to become an epidemic, "I shall not be contacted by email, phone, letter, LinkedIn or carrier pigeon!" The very same people who have multiple contact details in their email signatures (why bother?).
We're probably all guilty of the above in some instances and for a number of valid reasons perhaps. But it's the serial 'nayrepliers' that really irritate me. And yes, you know who you are.
Remember, we're looking for single digits and low numbers. Oh, and that's hours not days. Not asking too much now, are we?
I mentioned this to an esteemed colleague of mine the other day who pointed out, "There is really no excuse, it should be common courtesy to do so." Phew, it's not just me.
You can imagine my delight when I discovered that Lou D'Ambrosio, former CEO of Sears Holdings and Avaya, is also onside (I quote from Betty Liu's excellent book, "Work Smarts: What CEOs Say You Need to Know to Get Ahead").
'Single digits, low numbers' – got it?
Lou says, "When I send an email to somebody, I do expect a relatively immediate response. Responsiveness is measured in hours not days. And hours being, you know, single digits. And like low numbers."
I'm sure you can all think of an offendor. And it seems to become an epidemic, "I shall not be contacted by email, phone, letter, LinkedIn or carrier pigeon!" The very same people who have multiple contact details in their email signatures (why bother?).
We're probably all guilty of the above in some instances and for a number of valid reasons perhaps. But it's the serial 'nayrepliers' that really irritate me. And yes, you know who you are.
Remember, we're looking for single digits and low numbers. Oh, and that's hours not days. Not asking too much now, are we?
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