Managers who use a coaching approach do more asking and less telling. They not only encourage their team to solve their own problems, they also believe they can. This is good for everybody as well as the organisation.
Organisational politics is the art of understanding the informal and formal networks through which decisions are made and being canny in working with these networks. The truth is that all organisations are political and we cannot avoid organisational politics if we want to both be successful in our roles and in our careers.
An overriding feature of the campaign, both in the run-up to the vote and since the vote, has been the nature of leadership, or rather the lack of true leadership. Many commentators are describing how egos and politics have overridden the ability to present a balanced view.
What is the difference between reacting and responding? Reacting is acting automatically with emotion, without thinking. It happens before you can consciously decide how it comes out. Responding is acting with consideration. It is more rational and thought through, and considers the whole of the situation, from all sides.
Next time you are on a call or in a virtual meeting, take time to properly connect and touch base with the people you are talking to. You might be surprised how much better your experience is. Virtual doesn’t have to mean cut off.
Inclusive leaders are curious leaders. They are not just curious about solving problems. They are also curious about the people they lead, what makes them tick, where their strengths lie, and when they are at their best at work.
Actors' body language is driven by the internal expression of the character they are playing. But when presenting at work there is no character to draw on, there is only YOU.
HR plays a key role in the success of an organisation. It is responsible for the most important resource of all – people.
On the challenges faced by corporate functions teams, such as HR, IT and finance, when they are working with front line business, and the key to overcoming them.
There was an interesting thing we’ve noticed while teaching health professionals how to use a coaching approach with their staff. We noticed that a coaching approach doesn’t always come naturally.
The best teams are all about the I’s - a group of diverse talents, people who bring their individuality to the team. A good leader knows how to let all these I’s shine and innovate.
Many people think of office politics as a toxic pond they would rather stay out of. But people who are truly politically savvy are actually expressing open and authentic behaviour at work.
Good coaches and good managers have something in common. They know how to listen and wait. They allow the other person to feel that they can actually solve their problem, and this is a very empowering feeling.
I have worked with both men and women dealing with confidence issues. Having worked with some quite confident senior women I see that this is not something that all women face. Having said that, it is more common for women to raise issues of confidence than men.
I recently had a hugely enjoyable business trip to the Gulf. I am pleased to have had the opportunity to visit the region at a time when women's career development is such a talking point.
This week sees the launch of two important documents relating to the number of professional women on boards.
Coaching for Executives
Coaching for Junior and Mid Level Managers
Coaching for Maternity and Career Breaks
Coaching for High Potentials
Coaching for Women
Face-to-Face or remote Coaching?