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Archive for February, 2017

5 ways you can engage staff who are busy, stressed and at breaking point

In the February edition of People Management magazine there was an article about how the UK’s National Health Service (NHS) is ‘struggling with staff shortages and workloads’.  In the piece, Professor Cary Cooper said, “Workloads are too high, and people are working longer hours and not feeling valued or cared for. The challenge for HR is: how do you engage staff who are barely coping?”

And that is part of the issue.  The challenge is not solely the preserve of HR.

The challenge is for those in leadership roles in the various health trusts across the country. The moment something becomes seen as a “challenge for HR” it kind of lets everyone else off the hook.

With that in mind, here are some suggestions for anyone in a management or leadership position to engage with staff who are busy, stressed and burning out:

  1. Show you understand what they are experiencing: It…

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Speak now or forever hold your peace: 6 tips to help you have difficult conversations

How to have difficult conversations

Difficult conversations. I’ve had lots of them, as I’m sure you have.

There was a time when I’d avoid them like the plague. Particularly when it involved feeding back to someone who I didn’t really get on with, or who was higher up the food chain than me.

I didn’t plan for these kinds of conversations. As I say, I’d avoid them and then some random thing would set me off. I’d explode. Not be particularly constructive or precise. Make the other person angry and ultimately, make a bad situation worse.

Then, in 2004, I went on a development programme for facilitators. The feedback I received, along with the various models, have stood me in good stead since then. Since then, I’ve honed my approach to having difficult conversations and helped countless others do the same, through coaching and consulting.

There are six things I’ve found that can make the difference…

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Rug Pulled Out from Under You? Ask Madeleine

Blanchard LeaderChat

bigstock-121969991Dear Madeleine,

I am a director in a global consumer goods company. I recently went through six months of coaching because my boss told me I was an excellent manager, but I needed to be more of leader.

The coach did a 360° interview process and uncovered some areas that I needed to work on. Together we developed a plan and then implemented it.

I adopted a whole bunch of new behaviors and made some real headway. At the end of the coaching, my coach and I created a list of things that had been accomplished. Then I discussed it with my boss and she seemed pleased.

Now, a few months after the close of the coaching, my boss told me she is disappointed that the coaching did not produce the results she had hoped for. She acknowledged that yes, I get things done (we had our best year ever…

View original post 604 more words

Rug Pulled Out from Under You? Ask Madeleine

Blanchard LeaderChat

bigstock-121969991Dear Madeleine,

I am a director in a global consumer goods company. I recently went through six months of coaching because my boss told me I was an excellent manager, but I needed to be more of leader.

The coach did a 360° interview process and uncovered some areas that I needed to work on. Together we developed a plan and then implemented it.

I adopted a whole bunch of new behaviors and made some real headway. At the end of the coaching, my coach and I created a list of things that had been accomplished. Then I discussed it with my boss and she seemed pleased.

Now, a few months after the close of the coaching, my boss told me she is disappointed that the coaching did not produce the results she had hoped for. She acknowledged that yes, I get things done (we had our best year ever…

View original post 604 more words

Ken Blanchard on Having Trust Conversations at Work

Blanchard LeaderChat

“I don’t trust you!” Trust is always an emotionally loaded topic. A new Building Trust program developed by The Ken Blanchard Companies helps create a framework for successfully navigating sensitive trust-related conversations.The program features a four-part assessment that allows a more objective look at what might be causing problems. Participants learn how to assess trust using an ABCD approach which breaks the larger issue of trust down into manageable chunks that can be addressed.

abcd-modelABLE–which includes having demonstrated knowledge, skills, and experience; a track record of accomplishment and achieving goals consistently; and good planning, problem-solving, and decision-making skills

BELIEVABLE–which means telling the truth, admitting when you’re wrong and keeping confidences–as well as walking the talk, treating people equitably and ensuring processes are fair

CONNECTED–this includes being kind, compassionate, and concerned with others’ well-being; sharing information; being receptive to feedback; listening well, and promoting a sense of connection and harmony

DEPENDABLE–which means consistently following through on commitments; keeping promises; holding yourself and…

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3 Coaching Skills for Managers that Improve Trust and Well-Being

Blanchard LeaderChat

bigstock-164743001Coaching has a positive impact on follower trust, affect, and ultimately on performance and productivity. That’s the key takeaway from a new research report just released by The Ken Blanchard Companies.

Blanchard researchers surveyed 1,800 workers looking at the connections between trust, well-being and coaching behaviors.The research found that trust and well-being were both positively impacted by perceptions of managers engaging in three key behaviors.

  1. Facilitation: Helping employees to analyze and explore ways to solve problems and enhance their performance.
  1. Guidance: The communication of clear performance expectations and constructive feedback regarding performance outcomes, as well as how to improve.
  1. Inspiration: Challenging employees to realize and develop their potential.

Interested in strengthening the manager—direct report relationships in your organization?  A white paper which accompanies the research shares four coaching skills to help managers move away from some typical tendencies—telling people what to do, making assumptions, and solving problems—and instead adopt a coaching…

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5 Things Every Leader Must Do To Get Better

Boss in the Middle

Do you want to get better? Do you want to lead people effectively? Do you want people to believe in you? Do you want to align people around common goals? Well, if the answer is yes, here are 5 things you must do.

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Don’t do this if you lose.

Boss in the Middle

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Last week, while on vacation, I had a chance to watch a lot of football. (American Football) That’s when I saw something that got my “leadership senses” tingling.  I was compelled to share my thoughts here.

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Validation – Who needs it?

Boss in the Middle

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Living in a world where everybody likes you and your choices is not ideal or realistic.

There is a person at my job recently who disagreed with something I did in a very strong way. He basically yelled at me and told me how wrong I was for making the decision I made, partly because he felt like it affected him.

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How to recover from mistakes.

Boss in the Middle

img_0257You made a mistake. You lost confidence in yourself. Your performance is starting to suffer. People tend to do that from time to time. As a leader I have found that thinking positively, with the right perspective, can help you recover. This is a simple idea, yet hard to do. Here are 5 ways to ensure you think the right thoughts, in the midst of a mistake.

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