The leadership decision ‘speed trap’

The leadership decision ‘speed trap’

2 years ago 1 0 784

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 0 907

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

2 years ago 0 0 591

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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Stress is inevitable – how you respond to it is not

2 years ago 0 0 929

Stress is inevitable, but can it enhance performance or does it always harm us? Stress is reported as one of the significant ‘modern diseases’. People are reporting feeling so ’stressed’ from their work and private lives that it making them physically and psychologically ill. When you consider performance, stress plays a massive role in dragging people out of their peak performance states into less resourceful ones. Stress is almost contagious, with people being influenced by stress that others experience to become stressed themselves. Have we created a world where stress is inevitable, and we are all just victims of our circumstance – or is there more to stress, and can we do more than just manage it? What is stress? Stress is the body’s response to being forced to operate outside its comfort zone. When we are in our comfort zone, we have the belief and expectation that we can

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Do you trust your intuition or use logical decision making?

3 years ago 0 2 1080

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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12 steps to tactful communication

3 years ago 0 4503

“What we have here is a failure to communicate” –Cool Hand Luke. (Paul Newman) How often is performance derailed by a failure to communicate? We lead and work through others, collaborate and seek to influence beliefs and behaviours. These all take quality communication to achieve. However, communication is perhaps the greatest single opportunity for increased efficiency and effectiveness in any business, organisation or system. It simply does not work well enough, often enough – because although we are taught to talk, we are rarely truly taught to communicate. Communication, at its heart, is about ‘transmitting’ a message of some kind to one or more recipients, in such a way that the message they understand is equivalent to the message that was transmitted. This transmission requires pre-processing by the communicator (translation) and post-processing by the receiver (reception and decoding). The transmission is conducted through a medium using known symbols (language, hand

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you get what you deserve

Your culture – you get what you deserve

3 years ago 0 0 1090

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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The trust advantage (building and leveraging trust, part 2)

3 years ago 0 0 681

Trust is such a critical thing in business. Understanding what trust is, and how to develop it and leverage it is critical to success. Often an even more important question is “how do I rebuild trust when it is broken?” In part one, we looked at what trust really is (predictability of behaviour), its value and its costs. In part two, we explore the concept further, and how it can be leveraged for maximum advantage. How is trust built? We develop ‘trust’ in something or someone in highly personalised ways. In fact, many people would not be able to describe how they know who they can trust, except for a vague statement like “I get a feeling about them”. Feelings and emotions (or ‘intuition’) are often poor methods for deciding who to trust. It can mean that some people, when faced with the same situational cues, will be too trusting,

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Do they trust you? (part 1)

3 years ago 0 0 732

A number of recent experiences remind me how important trust is in business – and how little it is really understood. In this two part series, we will take a look at what trust really means, what value and costs it has, how to build it, how it is lost – and what we can learn from these elements to better utilise trust in business. Consider some recent conversations I have had helping individuals, teams and organisations enhance their performance: • A sales team struggle to connect into a market where ‘companies like theirs’ have broken trust in the past. • A marketing manager is frustrated because he works for a CEO he just doesn’t ‘trust’. • A company wants to be seen as the ‘trusted partner’ in their industry, and believe this offers a competitive advantage. • A team faces performance issues and the trust established over a year

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Are you flexible enough?

3 years ago 0 0 707

Leaders often describe a desire to have ‘better leadership flexibility’ – or they want to see it throughout their organisation. Understanding leadership flexibility and how to create it is critical in business – and it is not as hard as most people think! Leadership flexibility can be described as “The ability to lead and manage others in a non-rigid way”. The definition is important, because too often people want leadership ‘flexibility’ to mean only using a more negotiated, discussion and consensus based approach. That is, they want to rigidly adopt a more consensual decision and leadership style. The underlying belief is that this is the “best” leadership style for a leader to have. Perhaps derived from a view that such a style demonstrates high Emotional Intelligence, and therefore must be good. This, however, is faulty. Leadership flexibility is about being able to utilise a full range of leadership styles, from

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