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“I know all of this already…”

“The greatest obstacle to discovery is not ignorance – it is the illusion of knowledge.” – Daniel J Boorstin

From time to time when we run a training event, a coaching discussion or a group coaching session, we will hear someone say “I know this already”, “I’ve covered it previously in my career”, “I’ve done a lot of this before” or any number of variations on this theme. As soon as we hear such statements, there are small alarm bells going off in our heads.

These alarm bells come from years of experience in learning environments – 9 times out of 10 when we hear these comments we know that this person might just be the participant who needs the content/learning the most.

Really? Yes, really. The bells are picking up on two elements of concern:

1. There might be a hidden reason for making such a statement
2. Their mind-set might be limiting their opportunities

Firstly, let’s look at possible reasons that people say “I know it already”. We have no doubt that people who make these comments have indeed participated in training or workshops on the topic at hand, yet they usually don’t tell us this just so we know – there’s almost always an underlying, sometimes unconscious reason for them telling us. Some possible deeper reasons might include one or more of the following.

They:

• believe that they do know all of the detail and there is nothing more they need to know
• truly believe they are applying these skills already
• want to be acknowledged for their experience
• think we should ask them to share in the session – for the group’s benefit
• have heard it before and don’t want to sit through it again
• have too much work on and would love to get out of the session
• don’t like learning in a ‘classroom’ environment
• are actually a bit insecure about their skills and don’t want to be put in a position where they may not be the expert
• are an experienced manager/employee and  don’t want others to think they need to learn more (see also point above)
• have had a bad experience at a previous learning event and are now wary of all trainers, facilitators and coaches

Some of the reasons above may have sounded very valid to you. So why do those alarm bells go off for us then? It’s because we are concerned that their perspective may be limiting their full potential.

Our concern comes from the following:

• Knowing and doing are two very different things: people who say they know it already might know the theory, yet in reality they might not be putting it into practice
• Openness to learning is a core leadership attribute: great leaders are always curious, always learning; even if they are knowledgeable, they know the benefit of refreshing their skills or hearing other people’s perspectives
• Great leaders lead by example: attending a learning event has a secondary purpose of demonstrating to those you lead, collaborate with or manage that you see investing in development as important
• Fear is self-limiting: fears of not getting it ‘right’ and of not being the expert can hold you back from beneficial growth and development. Successful people do not let such fears limit them – they know that facing your fears could be the best pathway to ongoing success
• Refreshing is maintaining: if you really believe you will not learn anything new, then is there really any harm in refreshing on what you know to maintain your level of ability? Refreshing is maintaining

Happy ongoing learning!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

© Engaging Potential Pty Ltd

Leadership Valentine

“Better let my heart be without words than my words without heart.” – John Bunyan

Another Valentine’s Day has come and gone. We thought we’d have a bit of fun and see if there are any leadership lessons from this day that is sometimes loved and sometimes loathed across the globe.

1. Don’t wait for someone else to make the first move. Leaders are bold and confident. They know that they may not have all the right answers, yet they have confidence in their team and their own decisions. They take calculated risks and learn from successes, as well as heartache.
2. Flowers and chocolates don’t make a relationship. Leaders know that building a great working relationship takes time – whether it’s with their team, their colleagues, their boss or customers. Bubbles and gifts are nice, yet they fade in comparison to a strong and trusting relationship with mutually beneficial goals
3. True success means expressing gratitude every day. Leaders are thankful for the privileges they attract, the teams they work with and the customers they serve. Every day they express this gratitude through their actions and words; it’s authentic and consistent.

I’m sure there are many other comparisons you can think of, yet these are a few of our favourites.

Hope you had a Happy Valentine’s day!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

© Engaging Potential Pty Ltd

Start with 5 minutes

“A hero is no braver than an ordinary man, but he is brave five minutes longer.” – Ralph Waldo Emerson

This time of year it is popular to run planning days. These day/s sessions are designed to refocus us on the business after the end-of-year break and to prioritise actions for the new year. They are important discussions whether you are a business of one or a business of thousands; whether you are a start-up or an established organisation. The discussions may look different, depending on your size, industry, culture etc, yet all businesses should conduct some form of planning. And just as important is the ongoing review throughout the year of any actions from these discussions.

If these planning sessions are so important, why is it that many of you probably rolled your eyes or groaned when you read the first paragraph?

It’s because for many of us, the word ‘planning’ conjures images of boring monologues by senior executives, having to analyse data we are not interested in, or feeling frustrated to waste our time coming up with creative ideas that will never be implemented. In the same category of eye-rolling words you may also find ‘strategy’, ‘tactics’, ‘objectives’ and ‘critical success factors’. The outputs these words indicate are not bad – in fact, most companies would struggle to be effective without having the detail these words refer to. Yet these words for some reason do not inspire, energise or motivate many of us. And for some, they actually cause brain shut-down, leading to a sudden and extreme interest in doing anything BUT thinking about the detail behind these words!

There is no easy remedy to such feelings towards ‘planning’ and ‘strategy’ words. To progress in business, you will need to learn about and embrace such words and the actions and outcomes behind them. The purpose of this article is not to give you the run-down on the definitions and processes of business planning. The purpose here is to break it down to a simple starting point that removes eye-rolling, brain-shutdown words and kick-starts you to begin to think about the year ahead. And it comes down to allocating 5 minutes in your day. Starting with 5 minutes can get the ball rolling. Surely you can find 5 minutes?

So give yourself 5 minutes, find a place to sit where you will be undisturbed by others, grab a pen and paper to record your thoughts (we find the old-fashioned, organic way helps keep focus and connection to the work, yet if you must, you can use a digital device!) and complete the  following, inserting the word/s most relevant to you:

• What I want for <myself/the business/my team> this year is…

Write down whatever comes to mind – you can cluster, prioritise and develop actions later. This is just the first 5 minutes to help you focus your mind on what you want from the year. Of course, what you do with the list after this exercise is incredibly important (topics for another day!) yet for many of us this first step is the hardest – the starting.

Just start with 5 minutes. And not an eye-rolling word in sight!

Happy new year!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

© Engaging Potential Pty Ltd

 

End-of-year reflection

“May your walls know joy, may every room hold laughter, and every window open to great possibility” – Mary Anne Radmacher

With just over a week to go before the Christmas holidays, things might be looking a little hectic around your place of work. We are amazed at how ‘busy’ people are at this time of year – finishing projects, writing reports, tying up loose ends. Sometimes this can be the most stressful time of the year in the office – either we are racing to finish tasks before the holidays, or we are deciding what we can postpone until the New Year. Sometimes all this ‘busy-ness’ is not overly productive.

So a few ideas on finishing the year in a good frame of mind…

1. Prioritise your remaining time. Let’s face it, there’s not much time before you go on leave. If you think you will get everything done on your ‘to do’ list before then, you are kidding yourself and creating more stress.

• Determine what 3 things are essential for you to do before you go on leave – What will help me achieve my outstanding objectives?; What will provide the best benefit to the business?; What will help my customers/clients the most?
• Plan these 3 actions (above) into your calendar – How much time will it take to complete each?; When will I do these things?

2. Stop procrastinating! At this time of year it can be easy to get caught up in office festivities or drawn in by the gang who are very happy to wind down and complete minimal work. So although you need to be realistic about what you can achieve, it’s equally important to make sure you do achieve something!

• Book a meeting room for 2 hours and complete one of your action items away from distractions
• Come in to the office 1/2 hour early to get a good start before it gets noisy and distracting
• Stick to your priority list and hold yourself accountable – you’ll feel so much better if you achieve something in this remaining time

3. Take time to reflect. Whether it’s during your performance review with your boss, over coffee with a colleague or just quiet reflection time, it’s important to think about your achievements this year. So often we don’t congratulate ourselves for a job well done and yet it’s very healthy to celebrate true success.

• What are you most proud of achieving this year?
• What did you learn along the way?
• How did you grow as a person/employee/leader this year?

4. Decide on 1 thing you will do to enjoy your break and return to work refreshed in the New Year. Life balance is important – take time out to recharge and do something you love.

• What will you do to recharge over the holiday season?

Happy end-of-year and happy holidays!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

© Engaging Potential Pty Ltd

Balance and leadership

 “…being successful means having a balance of success stories across the many areas of your life. You can’t be considered truly successful in your business life if your home life is in shambles.” –  Zig Ziglar

When coaching new and experienced managers, we have noticed a trend towards ‘burn-out’ and ‘over-load’ being discussed as serious issues in the workplace. Many people being coached are  feeling ‘overloaded’, with some also expressing concern for their direct reports. It is concerning to hear these managers talk about the long hours they work, the weekends lost to emails and reports and the subsequent strain experienced by their families.

Sadly, there is no easy answer to this problem. Businesses are being pushed to reduce costs and raise productivity, and the resulting restructures, budget cuts and redundancies means that people often find themselves with more work and less resources. To cope, employees are working longer, and often experiencing feelings of resentment, frustration and even anger for doing so. Many find that they strive to do a good job, yet are left thinking that they are never quite doing anything well, rather doing lots of things poorly. For the high achievers, this can be a major issue!

So if there is no easy answer, where do we start?

We must remind businesses and employees of the benefits of balance. In his book ‘The four principles of values-based leadership”,  Harry Kraemer  talks about the importance of balance from several perspectives. One such perspective is ‘life balance’ and “…the importance of diverse activities and experiences that keep you fresh, engaged and motivated.” Remember, if we focus only on work, our brains are not stretched or refreshed. How can we expect to be innovative, productive and positive if our brains are not working properly? How can we expect to solve problems and overcome challenges if we are feeling burnt-out? How can we as managers engage positively to motivate our teams if we are feeling resentful of the work piling up?

As leaders, we must be disciplined to get the balance right. It’s no good for us to tell our people to prioritise or leave work on time if we are not practicing what we preach. We must lead by example. It will take self-awareness, discipline and courage, yet what is the alternative? Some people seem to think that if they complain about the workload long enough or if they talk about the hours they work loud enough, that someone will make it all OK. This will never happen and we so often see managers spiraling on this until they spin  out of control – they might yell at their staff, quit their job, or worse still suffer mental exhaustion and breakdown.

When we talk about balance, it’s not just about leaving work on time or turning off the laptop over the weekend. It’s about replacing these behaviours with balanced behaviours; it’s about exploring  opportunities and experiences outside of the workplace. This might include reconnecting with something you enjoyed when you were younger, experiencing a loved activity with your family, or even stepping outside of your comfort zone with a new course or hobby.

If you do regain some balance, there is no doubt you will start to see benefits – feeling refreshed, focusing better at work, maintaining and growing positive relationships – the list goes on. [An aside: To be honest, when many feel overloaded at work, it is commonly exacerbated by procrastination – such as talking about how busy they are, spending hours writing to do lists (don’t get us wrong, to do lists are critical, yet they can be overdone!) or worrying about what there is to do. This post is not about time management, yet learning about some time management disciplines will help many to get the balance back.)

We all know the saying “Life is short.” well, it is. Imagine yourself at 80 – go on, visualise it! Can you see the wrinkles, the grey hair…? Now imagine yourself looking back at your life. Think not just about work, think about your LIFE. Will you be happy at 80 if you can say “Yep, I worked myself raggard and had no time for anything else…”?

• What do you want to be most proud of?
• What do you want to have experienced?
• What do you want to be able to reflect on at 80?

Now, once you’ve thought those things through with your 80-year old self, consider the following:

• What are 3 – 5 things you can do to take back control now and get a better life balance?
• How will you hold yourself accountable when you neglect or forget the above actions?
• Who can help you achieve these actions?
• When are you going to start?

When you are determining actions, consider those that you can apply at work and even more importantly at home. At work you might need to reprioritise your work, talk to your boss about deadlines or aim to finish on time 3 days of the week. On the personal side, you might want to commit to learning a new language, play football once a week, take up meditation or join a book club. Whatever the actions are that work for you – the key is to be disciplined, monitor your commitment and reassess in a month or so. Once you are able to gain better balance, consider how you might help your team members do the same. But until you start with yourself and lead by example, you and your team will be left spinning on the ‘work harder and longer’ merry-go-round.

Here’s to a balanced life!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

© Engaging Potential Pty Ltd

Managing and leading change at a team level

 “People don’t resist change. They resist being changed!” –  Peter Senge

As a manager/supervisor and leader, you will have a role to play in managing change within your organisation. For some, this is a daunting prospect. Yet there’s no point hiding or avoiding your role – if you do, you could let down yourself, your team and potentially your organisation.

Primary influences of change responses

Understanding how people respond to change and the reasons for their responses is an important step in being a successful leader.

The way that people respond to change is often driven by  three very personal factors:

1. Past experiences: an individuals’ past life experiences with change will shape their thoughts, feelings and attitudes about it and the way it is managed
2. Values and beliefs: personal values – and subsequent beliefs – may impact response to change depending how the change (and they way it is managed) aligns or conflicts with these values
3. Capacity and capability: an individual’s approach to the change can vary depending on their capacity to be involved in the change (do they have the resources?) and their capability (do they have the skills?) to implement or cope with the change

Human reactions: transitioning with change

Individuals will experience emotions throughout the change. Some people will move very quickly from being cautious or fearful of change, through to acceptance and into excitement. Others may spend longer being fearful, may experience anger and possibly even despair – sometimes emerging from this, at other times being resistant to move beyond this.

It’s important to understand that no matter the change, it is human nature to experience an emotional response, or a series of emotions over time. Managers must accept that everyone will experience the change differently and thus they need to be prepared to respond appropriately to the emotion being demonstrated or expressed at any one time.

The way you interact with someone experiencing anger about the change will be different to interacting with someone who is excited. Your message about the change may be the same – your delivery of the message and the support of the individual will vary. Empathise, explore and engage towards solutions with evident anger, frustration or fear. Encourage, energise and engage towards opportunities with evidence of acceptance, optimism and excitement.

A manager and leader’s role at the team level

Each of your team will respond slightly differently to change, depending on how it impacts them and the influencers above.

As a manager and leader you will need to understand the individual’s within your team (personality type and typical responses to change, key motivators, ‘de-railers’). You will also need to reflect on how they have handled change in the past (if observed) and explore how they are feeling about the current changes. Be aware that their current feelings will likely vary over time as they work through the change.

With this information at hand, you will be able to prepare and act for individuals and the team:

• What communication might be appropriate – level of detail, frequency and repetition required, along with the medium or channel that you will use (face-to-face is usually the best option where possible)?
• What support may be needed – coaching, reinforced direction, engaging motivational drivers, counselling (through employee assistance programs with professional counsellors)?
• How you will handle emotions in the team, especially minimising negative impacts on each other e.g. if one person is not happy about the change and is causing unnecessary concern for others?
• How you will keep people focused on their performance and results whilst still supporting them?
• How will you manage your personal feelings and thoughts about the change and still lead in a professional, positive and supportive manner? What support do you need to be able to do this?

The critical thing is to stay engaged with your team members, encourage teamwork and positive support of each other, communicate effectively and often and lead by example.

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

© Engaging Potential Pty Ltd

Communication as a manager and leader – cover the basics!

“Words empty as the wind are best left unsaid” –Homer

As a manager and leader, it is crucial that you develop your communication skills. We all communicate in some way everyday, so many people believe this to be a basic skill, and one that should not really need developing. Sadly, many managers and leaders are not able to communicate effectively, leaving their teams uncertain, sometimes fearful and often dysfunctional.

Good communication ultimately builds trust with those who report to you and work with you. In his Forbes article Effective Managers Build Trust Quickly by Doing 5 Things Well (www.forbes.com, July 2012), Glenn Llopis lists ‘being a strong communicator’ as critical to a manager’s success. The other 4 elements interestingly enough, also rely on effective communication: build rapport, take a diplomatic approach, establish credibility and engage in conflict resolution.

Here are 5 tips to communicating effectively as a manager and leader – a reminder to cover the basics:

• Be totally present when someone is talking with you – give him or her your full attention and respect – actively and where needed, empathetically listen!
• Remember we can all have different perspectives on the same situation; try to understand the other person’s view of the world
• Prepare important conversations and meetings well – ensure you have structure, relevance and clarity
• Engage others with questions – whether asking for clarity or asking for input, use effective questions often (yet remember, it’s the quality, not the quantity of questions that is important!)
• Try to think before you speak – make sure that what you say is what you want to say!

Happy and effective communicating!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

© Engaging Potential Pty Ltd

Committed collaboration

“Life is not a solo act.” – Tim Gunn

Many organisations, large and small, identify the importance of collaboration. For a lot of companies, it is a core competency against which they may measure their employees. Yet in what is becoming an increasingly competitive world, does collaboration still have the same relevance?

We think yes. We think that from collaboration, great ideas, products, and services are born.

A quick Google search on ‘what is collaboration’, headlines with two possible meanings:

1. The action of working with someone to produce something

2. Traitorous cooperation with an enemy

Well, the first sounds a bit boring and the second could be true with serious office politics at play!

The same Google search reveals many other bloggers talking about the same thing – what is collaboration? Purposefully not reading them, we considered whether another article about collaboration was needed!

What we do want to address is the approach that we have labelled ‘committed collaboration’.

Yes, collaboration is the ‘action of working with someone to produce something’ – it still sounds a bit boring! Committed collaboration should not be boring, not even a little bit. It encompasses mindset, thought-sharing,  and blended action.

Mindset

To undertake committed collaboration with one or more people, you must bring the right attitude or mindset to the exercise. Whether a short or a long-term project or relationship, starting with the right mindset can be critical to a successful collaboration. This is fine if you like the other party and/or have chosen to work with them – you will generally be excited or keen to start working with them. But what if your boss makes you work on a project with someone you despise and on tasks that you loathe? OK, a worse case example, yet many collaborations are not always as we would like them.

So when you start your collaboration, kick-start the right mindset. To help, consider:

• What can I personally learn from working with this person/s and on this project?
• What can I bring to the collaboration?
• What type of person do I want to be seen as in the workplace?
• What will I need to bring to the collaboration to achieve our goals and the above?
• What are the challenges I might envisage and how will I approach them if they arise?

If you start with the right mindset and keep revisiting these questions, you have created an internal commitment that should translate into the appropriate behaviours.

Even if you don’t personally like someone you are collaborating with , look for ways to bring a positive attitude to the work. Make a commitment to yourself to have genuine regard for those you are collaborating with – you don’t have to like them, or be friends forever, yet you should have respect for them as a fellow human being.

If you don’t like the project or work you are doing in the collaboration, try to find a positive outcome it might help you achieve, something it might lead to in the future, or a skill that you might be able to develop. Throughout the project or work, balance the tasks that you don’t enjoy with ones you do enjoy.

Make a commitment to work well with others and take pride in whatever it is you are collaborating on.

Thought-sharing

To have effective collaboration, all parties must bring their thoughts, ideas and opinions to the table. And others involved must have an open-mind and respect to listen!

Find a way with those you are collaborating with to share thoughts – be it about the objectives of a project, the steps to achieve goals, or the measures of success. You might need to ask people in advance to bring their thoughts to a meeting, hold a brainstorming session over lunch, or gather input over email – there are hundreds of ways to thought-share!

Each person may have a slightly different opinion or idea, yet it is important for all of these thoughts (relevant ones!) to be shared. Without generating ‘analysis paralysis’ you want to ensure that everyone has had a chance to contribute to discussions. Otherwise, it’s not truly collaborating and could just be ‘follow the leader’ – or ‘whoever screams loudest wins’!

Many people think deep down (actually most of us in the corporate world, if we are honest!) that we know the best way or hold the right perspective in situations familiar to us. Yet if we block thought-sharing, how can we innovate, how can we personally learn from others and how can we call it ‘collaborating’?

So with an open mind and a genuine regard for others, encourage thought-sharing as part of your collaboration.

Blended action

Blended action could be just another way of saying – ‘action plan’ and ‘roles and responsibility’. However the intent of ‘blended action’ is that after discussion, decisions must be made and actions taken that recognise the varied opinions and skills of those involved. It’s not just about assigning tasks to each other and then working in silos.

Blended action is all about:

• Reaching decisions that truly take into account the thought-sharing that has occurred – “We recognise all of these ideas and opinions and we think the way to move ahead is ____, for these reasons____.”

• Understanding the skills different people and you yourself bring and agreeing on how tasks are allocated and potentially shared. You’re not competing here – you’re collaborating!

•  Checking-in with each other regularly – how are we tracking, who needs some extra help here, what else should we be doing to make this a success?

After bringing the right mind-set, thought-sharing and engaging in blended action, you are well on the way to committed collaboration. And isn’t that more enjoyable and interesting than just ‘working with someone to produce something’?

Happy collaborating!

(this post was inspired by a wonderful collaboration partnership Engaging Potential is actively involved in – one that combines the super powers of two companies to create a fabulous client offering)

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

© Engaging Potential Pty Ltd

Uh-oh, it’s team building time…

“Unity is strength…when there is teamwork and collaboration wonderful things can be achieved.” – Mattie Stepanek

As the end of the year approaches, many managers remember that they have forgotten to hold a team building session during the year. Often this results in a frantic scramble to ‘tick-the-teambuilding-box’. Suddenly a team finds itself tolerating a competitive colleague at ten-pin bowling, or not listening to an inspirational speaker because they are too overloaded to spend time hearing someone else’s story, or perhaps even cringing through a hastily prepared ‘funny awards night’. Whilst each of these activities can be enjoyable and appropriate in certain circumstances, they are not always effective for every team and situation.

Team building should not be an after thought or a ‘must-do’. It should be something that has clear objectives and outcomes, otherwise you are wasting company time, employees’ time and often a  load of money.

[As an aside, should we really be calling this team building? Over the years this term has, rightly or wrongly, come to mean ‘having fun’ or ‘being social’. But guess what? Not every team or individual wants to have fun or socialise with their colleagues! And even if they do, everyone has a slightly different idea of what fun is to them. Call it what you will – we prefer to call it Team Development – no matter what you do, you should be using the time to develop the team and enhance its culture.]

Team development can be anything from a lunch to celebrate a job well done, a 1/2 hour skills refresh, a presentation, through to a 3 day team-vision and strategy session. It may or may not include activities removed from work (e.g. sport, games) and social elements (e.g. lunch, dinner).  It can have a  business focus or  a personal focus. An event may be organised and facilitated by the manager, or it might be facilitated by a third party – a learning and development colleague or external consultant.What you end up doing should be driven by the needs of your team, not by what someone else has done or just because an activity sounds like fun.

So how do you make sure you are doing something worthwhile and not a last minute booking  that no one is interested in? Below are some questions to consider.

Objective

• What are you trying to achieve with the team – both in the longer term and also at this particular event? This might include the type of culture you wish to foster, skills you wish to develop, collaboration you must generate or mutual understanding you need to encourage.
• What do you want people to be doing differently as a result of your event?

Motivations

• What motivates or interests your team members?
• What types of environments or activities does the team respond well to? (Of course ask the team for input – just be aware that occasionally the responses will be about something fun they want to do, that has little benefit to the team as a whole)
• How will you cater to different motivations across individuals within the group?

Business

• How do you see a team development/building event benefiting the business?
• How will you know this has been a successful investment in your team by the business?
• Are their any limitations to consider? This might be related to things such as policies, OH&S issues, cultural awareness, geography, or physical restrictions.

Options

• What are all the possible options for achieving your objectives and meeting team needs/motivations? (This will involve some brainstorming and/or research)
• Which option or combination of options do you believe would be most successful?
• Is the preferred option one that you can run yourself or is help needed?
• Is the preferred option one that can be linked to other events or activities the team have done/will do? Sometimes team development is more sustainable if it is a series of related events spread over time.

Plan and communicate

• Make sure you plan the event well, no matter what you are doing.
• Communicate with the team to outline objectives and logistics. Most people will want to understand what the focus of the event is – whether it is do get to know each other better, develop strategy or just take some time out from the business to celebrate success.

If thought through well, team development can be used to build a team’s culture, capabilities and performance.

Happy teaming!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

© Engaging Potential Pty Ltd