Re-teaming: Rejuvenating team performance after COVID lockdowns

Re-teaming: Rejuvenating team performance after COVID lockdowns

2 months ago 0 0 52

COVID has had many impacts on employees and their effectiveness. The whole process of getting people to work from home has changed the way that many people work and interact. One of the hidden but powerful impacts of the shifting in work scenarios is on teams. Team structure and function has been overturned and as organisations aim to efficiently move to new models of working, there is real benefit in considering the way their teams are functioning. It may be time to ‘re-team’ working colleagues to create high performance. What makes a team? Teams are just more that a group of colleagues forced to work together. A team creates value by what happens between its members and what is collectively achieved. High performing teams develop cultures of excellence, openness and trust. They draw out the best of each member and combine this to generate far more value for the organisation

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Decision making: the games we play

Decision making: the games we play

2 months ago 0 0 30

This post is part of the series on decision making.  Building on the research around the factors of decision making open to influence, we explore 3 common decision scenarios (games as defined by Nash) and how you can improve your personal decision making. Scenarios for decisions: Consider the following situations: You win at the casino, and believe you have discovered a ‘method’ for winning every time you play. A relative passes away, and there is disagreement over the division of the estate, and the relationships are permanently damaged. You have a rival who would rather harm your chances more than get any benefit, as long as they do better than you they are happy to wear some pain, too. You are in a negotiation and you the other side is asking for and expecting impossible things from you, ensuring the negotiation goes nowhere even though the path seems obvious to

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The simple success formula

8 months ago 0 0 282

In business, we are often looking for the perfect answer to our problems.  The answer to our complex problem should be ‘simple’ – but is it really? The idea of a simple answer to uncertainty and complexity drives so much of the coaching and consulting industries, because: People want simple answers to complex problems People buy certainty to escape uncertainty, and simple appears more certain than complex. A critical question arises, however: If the answer was simple, wouldn’t you have already discovered it and implemented it? When we consider the nature of business, it is impossible to think of every business as the same.  Each business has unique attributes and histories, including cultures, strategies and purposes.  There are different capabilities, skills and processes. There are different capacities to operate and to adapt. So how do we help such businesses? We can look at ‘models’ – frameworks that generally apply to

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5 steps to achieving your goals in 2016

5 years ago 0 0 2212

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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Are you making the ‘Wolf of Wall Street’ mistake?

6 years ago 0 0 1167

Focusing on both successful outcomes and successful behaviours is the key to building sustainable high performance in business. Caveat emptor – buyer beware. It really is true that you get what you pay for. This is absolutely true when you consider the things we focus on – and incentivise – in the workplace. Consider the following examples: • Jordan Belfort – the ‘Wolf of Wall street’ only focused on outcomes (making money), which encouraged behaviours which ended with him in prison. • Companies set their salesforce a goal, and once they achieve it, they start ‘banking’ sales for the next quarter. • The business puts out a behavioural edict to ‘manage costs’ – and misses business opportunities because it becomes more important to ‘watch the penny’ that capitalise on opportunities to deliver business results. In these examples, if we focus only upon ‘outcomes’ we may get exactly what we pay

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Giving feedback to enhance performance

6 years ago 0 0 1328

There is a lot of commentary about the value of formalised performance reviews. Unsurprisingly, when only 37% of employees in a major survey reported that they had never received valuable feedback from their employer or manager, the majority of comment seems to suggest that feedback processes are a waste of time. Feedback is imperative to enhancing performance, however giving and receiving feedback is fraught with problems, often institutionalised in such workplace processes. Understanding the true nature of feedback, and how to use it successfully to enhance performance is a critical leadership skill. Feedback on our performance comes in many forms – from what we see happening as an outcome of what we do, how we personally feel about what we do, and what other people observe, interpret and communicate to us. Feedback is important for developing performance at an individual, team and organisational level. Without feedback, we would perform a

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Great leaders ask great questions

6 years ago 0 0 1756

Too often we look to leaders and managers to ‘tell’ the staff what to do, or how to do it. This is a habit of management and leadership left over from the ‘command and control’ model of management that we left behind last century. It assumes that all of the knowledge resides in the leader or manager, and ignores what the staff member knows. It also fails to account for the collaborative potential of what may be discovered or created during a quality conversation. If we believe that individuals can bring motivation, intellect, experience and innovation to the business, then rather than simply ‘telling’ them what to do we may engage them in appropriate conversations on the topic. This allows the leader to realise the inherent potential of the person or people they are leading, and enhance overall performance. The best way to encourage such quality conversations is for the

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Leadership in the dark – leading in tough times

6 years ago 0 0 2139

When things are going well, leadership can be a joy. The conversation is mostly about enhancing performance, how to build people into their capacity and drive success. We see those we lead reach for their potential and grow personally and professionally. No wonder people aspire to leadership. But it is not always like that. There are times of crisis, tragedy and difficulty which require outstanding leadership to manage. Leadership will stop being fun, but it never stops being critically important. In leadership programs the focus is heavily upon how an individual can be a great leader, and creating extraordinary success. Often the ‘dark side’ of leadership is either glossed over or simply ignored. It is not fun, or sexy, to lead at such times, and the importance of it is rarely reflected upon. Sometimes the best that leadership can offer is just to help others cope, to get them through

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Who is your coach?

6 years ago 0 2 2355

Who is your coach? A great question to ask anyone who is (or who wants to be) a leader is to ask them one simple question: “Who is your coach”? The question reveals a lot about the person and their thinking on flexibility, adaptability, help-seeking and personal growth focus thinking.  All of which can be critical in the role of leader.  Sportspeople, entertainers and performers all rely on coaching to improve their performance, and keep them at the top of their games – which is exactly what we need from our business leaders. In business, we need our staff and our leaders to be able to step up and play their biggest games.  We know that the organisation that is demonstrating high performance is doing so because its people are not only surviving, but thriving on the challenges of the workplace, are deeply engaged and seeking to make a difference.

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Do you need to change how you change?

6 years ago 0 0 1578

 Are you, and those you lead, scared of the idea change? Do you recognise the need for change, but wonder how you can make your change program successful when so many other change programs, started with the best of intent, simply fail? Why is change so hard, and how can we ensure change programs succeed? Understanding the need to change: Change is inevitable.  Even with a highly successful organisation, change needs to happen as things around them evolve.  Things inside and outside the organisation change, and over time the requirement to change just to keep up, let alone ‘stay ahead’ gets bigger and bigger.  New technology, new processes, new customer requirements, new competitors, new regulations and even new social norms can rapidly turn today’s success into tomorrow’s obsolecence Because change is inevitable, we just need to decide if we will adapt to change, lead change, or become obsolete (there is

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