This post was originally published in the Newsletter for CIPD Management Toolclicks. You can read the original article here. “The solution does not care where the problem came from” W. Herren This paradoxical quote is a powerful maxim for developing your team. When teams want to develop or change, what usually happens is they analyse everything
This post was originally published in the Newsletter for CIPD Management Toolclicks. You can read the original article here. Thanks to technology and globalisation, more and more business teams are working together remotely from different locations and sometimes different countries. But even with an array of new Web-based collaboration tools at their disposal, most managers find
What do people think of your team? What’s their reputation within your organisation? When I was a Learning & Development Director, one of my key objectives every year was to raise the profile of my team and department within the organisation. As part of the wider HR team, I had a number of internal customers
What’s the least you need to do? I ask because this week I have been delivering 360-degree feedback for a client. One of the key phrases I heard most often was “I don’t have time. I have too much to do.” The issue displayed itself in various ways. For some it led to others thinking
This post was originally published in the Newsletter for CIPD Management Toolclicks. You can read the original article here. One of the key challenges of being a manager and a leader is that you have to develop a much more sophisticated set of communication skills. Leadership is all about making things happen through others and that
Partnership working is a fact of life for many organisations these days and the language of collaboration is becoming the norm. But what does partnership working mean and how can you develop a collaborative working relationship with others? The difference between a partnership and a team First, it is worth recognising there are some distinct differences
To be effective as a leader, it’s critical that you have the ability to influence and persuade others. You need to be a master of persuasion to create changes in others attitudes and behaviour. And you need strong influencing skills to gain their commitment to your ideas in a way that is ethical and
Change is hard! We know from neuroscience that people like certainty so change is unsettling. One of the roles of any leader is to help their employees cope with change. Over the last few years, I have been running a “Solutions Focus Coaching for Leaders” programme with an NHS Trust. Like most organisations, the Trust
Resistance to change is a natural phenomenon. At an individual level, change can create a mixed range of emotional response. A Global Survey by McKinsey in 2006 (Organising for Successful Change Management), shows that where change had not been successful, the dominant emotions were anxiety, frustration and confusion. While those emotions were not necessarily absent
In my experience, one of the most common reasons managers want to adopt a coaching style of leadership is because they want to help employees find their own solutions rather than tell them what to do. Usually, they know they have a skilled team of professionals and they want to build their confidence in solving
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