Quick Team Dynamics

We have recently developed a short programme to help teams better perform using a combination of exercises and coaching. We focus on three core exercises that can help each team member find our more about how they act and react in a team environment. We also run a team profiling exercise to establish the roles people tend to take in a team. Via a feedback session we bring this all together for the benefit of all team members and of the organisation. This programme is ideally suited to smaller organisations but can also be scaled to suit medium and larger organisations. The bulk of the entire programme can be run over a few days with just a very few hours of direct participation from each team READ MORE

Becomingness

Back in November 2021, Prof David Clutterbuck published an excellent article entitled ‘Becomingness: a critical element of coaching and mentoring’. This starts with (and I quote): One of the many myths of coaching and mentoring is that personal growth is primarily a planned activity – so coaches and mentors should concentrate on helping people to set and pursue goals. The reality is somewhat different. Human beings are growing and changing constantly and most of this evolution is unplanned, uncontrolled, unaware and emergent. Goals and plans lead us to focus on doing and to marginalise the equally important, if not far more important, process of becoming. There is a wide gulf between the questions What do you want to achieve? and Who do you want to become? READ MORE

Executive and Non-Executive Coaching in the New Normal

Hybrid working, sustainability, the new normal. We all know the stock phrase ‘change is the only constant’. It’s as true today as it’s always been, though the rate of change is perhaps greater than before. We al know that for many organisations the last two years have been difficult and leaders are facing significant challenges to recover and thrive. These challenges will probably mean more change and yet more pressure on the organisation’s leaders, with whom the buck stops. So how best to support them? One obvious answer is executive coaching. Coaching can be uniquely tailored to the needs of the individual leader, the organisation and the context. Coaching empowers and develops a leader, whereas just handing over an answer spoon-feeds and diminishes empowerment. Moreover, the READ MORE

Multi-Platform Work Environment & Hybrid Working

How does a multiplatform organisation change and adapt to the next normal? For some, already working in a dynamic hybrid culture, the next normal will just be the next step. For other organisations, it means revolution. In one friend’s organisation those in manufacture are on site, whilst office staff are mainly working from home. There’s clear potential for confusion and resentment in such cases, especially where the boundary between office based and manufacturing is fairly softly defined. What about prototyping and what should be an easy flowing dialogue between developers and designers? The virtual team just may not do at the cutting edge of production. Similar concerns exist in most organisations.  So key challenges for employers will include: Thinking through the process, management and cultural implications READ MORE

Required return to office; the impact on the organisation, staff and environment.

Please note this post is about ‘office only’ environments; I’m aware there are many other work environments where the contents of this post cannot apply. I’m trying to understand why some organisations are requiring all staff to return to working in the office full time. I’m struggling to find a reason that is positive for both the organisation and the staff. However, I can think of several negative reasons; here’s a few potential examples: · The organisation has always been fully office based. · The organisation does not trust staff to work remotely · The organisation requires staff are very closely managed. I’ve heard it said that the accidental interactions, such as bumping into someone in the corridor, can lead to initiatives and forward movement. There READ MORE

The working from home debate; the impact on executives

In my previous post I mentioned I have worked remotely for many years with frequent visits to my clients. Most of these were international, so remote working was a more obvious approach – but some were UK organisations. Many companies in fast moving industries take a direct approach; they want the best people with the best fit for whatever job is in hand and don’t hugely care where they are. I’ve seen this approach work time and again. It’s also true with more traditional industries where sales and customer support staff may be spread all over the place. So how big a question is the working from home debate really? Not as big as it is made out to be, in my view. I would turn READ MORE

Lockdowns and re-starts; the impact on executives

Like many on LinkedIn, I was asked to contribute on managing career uncertainty during the pandemic. After reading some of the posts and watching the video, I had a different question to ask and so this post. I’ve worked mostly from home for many years, with frequent visits to international clients. With the first lockdown everything came to a halt, as it did for so many. Since then furlough has just about kept me above water and I decided that this was an opportunity to learn. I chose to take a post-grad course in Executive Coaching which I have just completed (and I’m consequently now looking for clients). I fully understand that for many this period has caused anxiety, depression and burnout, hardship and difficulty separating READ MORE