The leadership decision ‘speed trap’

2 years ago 1 0 690

Leaders need to know the difference between haste and speed, particularly when it comes to their thinking. In modern business, we seem to be in the habit of needing to be ‘fast’ to just keep up. However, going too fast can get leaders stuck in a ‘speed trap’ that can get you and your business into trouble. Feeling pressured to make fast decisions – and even feeling that you have to make decisions for others when they can make them for themselves – can be critical leadership errors that can impact upon your leadership (and whole organisation) performance. Decision making requires an appropriate amount of thinking. What we have learned through behavioural economics and psychology, is that there are common errors inherent in thinking. These errors, although well documented, are routinely made by almost everyone. Leaders, under pressure to take decisions, often fall foul of these errors, sometimes with catastrophic

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Managing in uncertainty for high performance

2 years ago 0 0 824

What is uncertainty? If we listen to the famous Chinese proverb: “May you live in interesting times”, we can see it as both a blessing and a curse. We are certainly living in interesting – if not uncertain – times. With Brexit, the extended time for Australian election to be decided, the rise of Donald Trump, the disagreements in the South China Sea, we can feel that there is uncertainty all around us. These uncertain times drive very specific responses. Often, these responses are not the best possible responses for the individual or the society in which they exist. How do people respond to uncertainty? When people experience uncertainty, it can mean that the person is out of their comfort zone. When there is uncertainty, people struggle to decide on what to do moving forward. They get stuck, and often have a lack of skill or strategy in deciding how

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The stories that can ruin your business (part 1)

2 years ago 0 0 636

I was presenting on culture and leadership at a recent conference (#100millionimpacts, for B1G1), and whilst facilitating a panel discussion, a common theme that emerged was the importance of the stories in business. In response to many questions after the session, here are a few thoughts on stories in business to extend that discussion further: Stories are powerful means of communication. Often, people believe that storytelling ends when the kids grow up. However, there are stories being told within your business – and about your business – that can either take it to new heights of success or lead it to ruin. What stories are being told about your business? People communicate through stories. As people communicate, they engage each other through analogy (this is like that), metaphor (the army of sales reps) and stories. Humans are always using these processes to engage their listeners, develop shared meaning and convey

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snap out of it! – your workplace trance is stifling your performance

2 years ago 0 0 564

We can’t help it – we all get hypnotised by our circumstances. The quality of your performance and culture is often a direct result of the workplace ‘trance’ that you and your teams are in. So many people seem to get stuck in low quality ‘trances’, where poor performance is the only practical outcome. It doesn’t have to be this way, though. We can consciously choose a higher quality trance and then achieve so much more. Hypnosis works by placing people into trance. Whilst there are lots of scary ideas about hypnosis and trance, world experts in the field define trance quite pragmatically: Trance is a simply a state of focused attention. Consider when you are absorbed in a great book or TV show. People can walk in and out of the room, and you may not even notice them. You can be absorbed in the story, and instead of

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Do you trust your intuition or use logical decision making?

2 years ago 0 0 987

When you make a decision, how confident are you that you make it logically? Most people will say that they make most of their decisions using logic, weighing up the facts and figures and coming up with a reasoned, logical outcome. However, in reality, our brain is designed to short-circuit logical decision making and make emotional, non-rational decisions. We often call this ‘intuition’ or instinct. These instinctive decisions are critical to survival when there is little time. However, the benefit gained through the speed of response is traded off for accuracy. An experiment in thinking: Try these two tasks: Task one: What comes next? Apple, Orange, Banana …… Task two: without calculator or paper and pencil, find 23 x 17. • Which task was easier? • Which task was faster? • Which task has a ‘known’ answer, and which one did you create? • Can you explain why you gave

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5 steps to achieving your goals in 2016

3 years ago 0 0 1083

So, it is that time of year to plan for 2016 – perhaps to set some goals for the year ahead to be the foundation of your success. There are many reasons people set goals. We are encouraged to set goals to work out what we want to achieve, what we want to prioritise, and to build action plans that we can follow. We also create goals because we have to or are expected to. We may be asked by the board to set some specific targets and goals for the business, or we may even have a coach that pushes us to set ‘big hairy audacious goals’. Goals are important. They provide targets, benchmarks and measurable steps to achieve something of value. They allow review and learning, coordination and ongoing development. Regardless why your goals are set, there is every likelihood that they are simply set to fail. Just

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How your behaviour is shaped by what happens in Paris

3 years ago 0 0 566

The terrible incident in Paris, where a coordinated attack led to significant loss of life and injury, has been extensively reported and commented upon.  Whether you like it or not, it’s effects reach right around the world, and unconsciously impact many people’s behaviours and decision making.  Here’s how it is probably making an impact on you, whether you want it to or not. The risk / control equation: People are notoriously bad at assessing risk.  More than anything, a person’s perception of control modifies how much ‘risk’ they perceive.  For example, an Australian was 5 times more likely to die in a car accident, than a Parisian was to die in the recent terrorist incident.  However, we all have a ‘competency bias’ and believe that when we have control ( as we often believe when we are driving) our perception of risk is reduced.  A terrorist attack is designed to

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you get what you deserve

Your culture – you get what you deserve

3 years ago 0 0 1040

It is interesting when working with organisations that are struggling with culture issues, poor performance and less-than-desirable behaviours, how often the leaders believe they are ‘victims’ of some sort of cultural ’virus’ to which they can just seek a cure. The truth can be a little more confronting. The culture of the organisation is the culture that the leadership deserves. Either the leadership allows the culture to form by chance, and be controlled by others (making them the ‘victims’), or they create a culture consciously, developing the elements of the culture with clear direction and intent. The effort to do so will provide the organisation with the culture it deserves – one of high performance behaviours. As a leader, how do you contribute consciously to developing and maintaining your culture? Culture can be defined as the social pressure that shapes an individual’s behaviour in the context of a group. It

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social media marketing

Human marketing in a digital world.

3 years ago 0 0 637

Your boss bursts into the meeting “I want us on twitter! We need to update Facebook! Show me the digital strategy!” Unfortunately, over the last 10 years, this has been all too common. The cry has gone out for organisations to ‘get digital’ for fear of missing out. There are great reasons to include digital and social media approaches into your marketing, but unless it is done thoughtfully and strategically, they often end up expensive and damaging to the organisation and its brand.  In many instances, these channels are used a megaphones to yell messages at people with no interest in what is being offered. The shift to digital There has been a massive shift to digital technology. We often hear of the ‘digital natives’ – the generations who have grown up intimately connected to digital devices, who have deep confidence or trust in these channels, and who are extremely

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Mindfulness – The business performance secret

3 years ago 1 0 818

Do you want to be more effective, efficient – and at the same time enjoy everything more? Are you being overwhelmed, diverted and unable to achieve what you want? Too often high performance is derailed by over-load, multi-tasking and lack of focus on what matters. Sometimes our minds are so full – we are ‘mind-full’ – that we have no time or space to really think. Perhaps it’s time to become mindlessly mindful –that is, to stop being ‘mind-full’ and start being truly mindful. It is a skill which is critical to high performance but can be difficult to realise in the hustle and bustle of modern business life. The myth of multitasking Have you ever noticed how you can be here, and not here? Whilst you are ‘listening’ to someone on your team, you are thinking about the next meeting? As you are working on an important project, your

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