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We’re never so wrong as when we think we’re right. Our beliefs are rules we make up about what is right and wrong and how we should run our lives. Some of these are useful - like “It’s good not to hurt other people”, and “Always brush your teeth before bed.” Some beliefs are less useful and can spark polarisation, marginalisation, and other things finishing with ‘ation’. Might it be time for a B.S. review?
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Do your leaders burn through people? Are they hyper competitive? Do they leave that ‘fluffy soft skills stuff’ to the more junior staff (because they’re too busy and know it all already?) Do they work in silos and struggle to collaborate? There is hope. You don’t need to challenge personalities, just their beliefs.
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Read MoreDo you blow up or shut down? Are you icy, hot, cold, or warm? It’s amazing how emotions have a huge impact on our working lives, and especially on those around us. There are two things that drive our emotional self mastery: our ability to feel emotions in a healthy and productive way, and our ability to express them that does not have people running for the hills. Which are you?
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Read MoreMany leaders struggle with one aspect of people stuff: dealing with their supervisor. Since most leaders also supervise others, chances are their direct reports also struggle with them! But most of us tend to think we are doing ok as leaders and the fault lies with others. Maybe not. Maybe we need to look in the mirror first.
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Read MoreDo you have a control problem? It may show up in subtle ways: small comments to direct an outcome, doing somebody else’s work for them “because it’s just faster that way”, or constantly checking up on someone. Control is one way leaders get in the way of people doing great work. More than that though are the SYSTEMS and STRUCTURES in place (or not in place) to encourage conversations about feelings.
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Read MoreDo you have people stuff issues at work? Do you witness negative attitudes, critical feedback, undermining, back-biting, emotional outbursts, simmering sullenness, or other unplesantries?
You may have the Four Devils of People Stuff at play in your workplace. Like the four elements of wind, water, earth, and fire, the four elements of behaviour, emotions, attitude, and thinking can combine for devastating effect. In combination, they create the Four Devils. And these devils can test you mercilessly.
Find out what spell you can cast to keep the nastier aspects at bay.
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Read More“I need them to step up. To take a broader view of the business. I need them to be leaders. Instead they keep their head down and just look after their own little patch.”
The CEOs I work with are savvy. They know the fastest way to advance their business objectives is by lifting up others below. A rising tide lifts all boats. It sounds great in theory. In reality, many of those being lifted stay stuck. It’s turf wars and silos.
Do we expect too much of people? Do they lack emotional intelligence? Do they need more explicit instruction?
Yes to all of these, with a caveat.
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Read More“Please wash up after yourself. I’m not your mother.” Good ole passive aggressive notes in the workplace! It’s but one of the ways we erode team harmony and foster poor feelings. Great team chemistry needs simple agreements to start with. Do you have the fundamentals in place?
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You’ve explained. You’ve delegated. They nod back. Then - nothing. What the? Why don’t our colleagues follow through on task requirements? There are the usual suspects - you didn’t explain things well enough. Deadlines were unclear. They don’t have the skill to do it. They are overwhelmed with competing priorities. Or, something else. This one matters most.
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Why don’t they just get on and do their job? People stuff can be exasperating. Life would be so much easier if people just do what they’re told, to the level as expected, in a time frame that fits expectations. How often does this happen? Not often enough for people leaders to feel at ease with their direct reports.
It’s sad case of PICNIC - Problem In Chair, Not In Colleague. Any people problem should start with a solid look at oneself first. Thankfully there is a fundamental that you can turn to every time: read the manual.
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Read MoreThere are many ways to learn leadership: read a book, trial and error, training programs, mentoring, coaching, videos. All of them include reflection. Yet we are not taught to reflect effectively. Here are some suggestions to help you grow as a person and as a leader, by asking useful questions.
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Read MoreThere is nothing more frustrating than not being heard. Especially when we know we have something valuable to contribute. And that we’re likely right. We see others who disagree as set in their ways, oblivious to alternative points of view. How then do we get attention and get heard?
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Read MoreWhen folks with authority lack people skills it spells trouble for everyone. Attitudes cascade with effect from the top and if the attitude stinks of ‘I don’t need management training’, or ‘I know all that stuff already’ while they go on and create upset teams, then the organisation is in for a rough ride. The solution does not start with the leaders, it starts with systems.
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What happens when your staff are at each other’s throats and hate each other’s guts? Leadership is so much easier if people would just get along and do their job. But people come with personalities, baggage, and agendas. As leaders we need to help them sort it out before their grizzling turns to barking. Heads up: it’s going to take a lot of listening, nodding, understanding, and translating. This is a leader’s guide to navigating team tension.
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Read MoreWhat percentage of your life is currently your own? I ask this question of every new client. The answers range from 5% to 100%, the latter being a rare answer. The stories we tell ourselves about our world matter: they determine whether we feel good or bad, whether we feel powerful and in control, or helpless and stuck. In this article we go through some common narratives, and work on crafting a better personal story.
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Read MoreBias is big in the news, and for good reasons. We can make all sorts of ridiculous errors and assumptions based on default thinking: hire the wrong people, pass over the right people, not listen to an important perspective, jump to conclusions, make a bad decision, and the list goes on. As leaders, we need to be more aware of what and how we are thinking. We need to make the software of our mind more transparent, so we can update if necessary. But how do we do that? How do we challenge our point of view? The secret lies in the stories we seek.
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Read MoreHalf the year is gone! Now is the perfect time to reflect on how things have gone, and where things are going. Leadership too runs through seasons and we need to be sure we are making use of these natural rhythms to make the most of our leadership contribution.
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Read MoreHow do you challenge your default thinking? How do you uncover blindspots? How do you learn? Reading is one of my key development habits. I have an Amazon account that gets a good workout! Occasionally I get hard copy books. Here are some worthy reads if you want a new look at how you’re operating as a leader.
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Read MoreWhat happens when you take a handful of smart clever people and invite them to share their wisdom? Stuff gets done. Here are key insights from the speakers of the Getting Sh!t Done Club that rocked through Australia and New Zealand last week. New perspectives mean massive action.
Fundamentals for boosting energy
Technology projects that won’t fail or overwhelm
Be change positive and get your creative juices on
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Read MoreIt’s budget and strategic planning time. It’s when we put together our best guess at the future. And yet so many leaders miss critical pieces in their plan!
Why data is not enough to make decisions with
The 7 levels of leadership awareness
What questions to use to expand your strategic perspective
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