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March 2, 2006 00:48 - Persevere for Yourself
In 1965, I went up to my senior school.
On the very first Wednesday, we had an afternoon of games at a fantastic resource, which were the playing fields and pavilion I got to know and love.
I had one of the most disappointing days of my life.
I forgot my football socks and they held a trial for the school team that one single day.
Now I loved (and still love) football. That afternoon I had to sit out, meant that I was relegated to playing with the has-beens and games dropouts for the forseeable future, whilst I was at least as capable as some of the others already in the school team.
In 1968, three years later, I begged my father and mother, who were going to a school open evening, to ask for a trial for the school team as I had been ignored for three years.
The good coaches were focusing on those already selected and no-one came round to check on any of the talent left behind!
I got my trial.
I was never out of the school team until I left for university in 1972. I was determined to play the game I loved and I never gave up, for the three plus years it took.
And I never forgot my socks again.
Are there any people in your team who have something they aren't able to show you?
March 6, 2006 14:11 - Feedback is a Gift
Feedback is a gift - when done properly.
The very word strikes fear into the hearts of millions of workers every day, yet it need not be so... (Read Article)
March 7, 2006 15:24 - "I'll Get Back to You..."
At least that's what they say, anyway.
How often do they forget you; or choose to ignore you? Does it bother you?
I try quite hard to get back to people when I say I will - I am certainly not perfect and I can't claim 100%. I try.
A friend of mine often quotes the great saying from Zoda in Star Wars,
"Do or do not - There is no try."
I appreciate the sentiment and hold myself to it.
If I don't complete on something, that one person sees my contribution as a 100% failing, however few times in a thousand I fail, to them it is always.
I'm a couple of callback short today, and I know what it tells me. That I'm not important enough for the caller; that there are other things more important.
Bottom line tells me, that calling me, is a lower priority, which makes me a lower priority person as well.
And I wonder why...
Not good!
In fact, try it on yourself too, see how it feels when you aren't called back; someone 'forgets', which we all do sometimes.
There are some people out there who miss more than they succeed in this.
What does it tell their people?
How is it overall for morale, commitment and engagement in the team and the organisation as a whole...
Makes you think a bit.
March 8, 2006 21:43 - Autocrat or Wimp? Or Something In-between?
In an interesting article in last Saturday's Guardian, Sally Bibb set about recognising apparent changes in current management styles, partly as epitomised by the Alan Sugar's of this world (The Apprentice, BBC).
Over the past twenty years we have been moving from that old cliche of 'command and control' to the seemingly more wimpish style of the late 90's in the the touchy-feely world of 'coaching'.
She made the point because of John Pluthero's comments to employees of Cable and Wireless last week. In it he said,
"As we reduce the numbers of customers we serve, fix some problems, strip out layers of management, we will need fewer people to run the business...If you are worried that it all sound very hard, it's time to step off the bus. This is no longer a place for the timid."
The article went on to contrast the differences of the supportive, encouraging, "I'll make a difference" style of management and leadership which has become fashionable.
I'm going to quibble a bit here with Sally Bibb's analysis on Pluthero's statement.
It is without doubt that the ability to generate excellent relationships with employees is a huge asset to every manager. It is inherent in the way that humans work.
We need to get on with people. Listening, (I prefer 'hearing' even - there is, for me a significant difference) and working with the grain of your employees is vital.
It's a given.
The reason I'm slightly at odds with Bibb is that, without knowing more about Pluthero's statement, I think he was right.
Nothing to do with aggressive management, if the statement quoted is all he said, then I see it as a stake in the ground and a significant message of expectation from the people at Cable and Wireless.
It's OK to be a 'people sensitive' manager, it truly is and I'm the world's biggest flag-flyer of this. It is also incumbent on this type of management, for it to be successful, to be very clear on direction and goals and expectations of the workforce.
Pluthero was doing just that. Everyone knows what Cable and Wireless are about now and what is going to happen - then the people sensitive management style can, of course, overlay this.
The very best results are then possible.
You can read the whole of Sally Bibb's article, "Tough at the Top", right here.
March 9, 2006 21:50 - Cream Cakes
When we were successful at a Boots store I once ran in Tonbridge, Kent, I often took off to my local Sainsbury's to buy cream cakes for my team.
I loved rewarding them in small bites (if you will forgive the pun!). So once in a while I'd waltz into the bakery department and buy 20 of the little gems.
I got known by the staff there and engaging in conversation (as I'm known to do!), I let them know that I managed the local Boots and I was buying the cakes for my staff.
They always groaned that my team were so lucky and that it never happened at their store.
I loved it!
It's always easy to thank your people - saying the words costs nothing.
It's nice to have little celebrations too - and we did, often.
What's surprising is that more managers don't remember to do it.
My local Sainsbury's had no excuses (the cream cakes were absolutely on their doorstep). I wonder why?
March 12, 2006 23:39 - Making it Happen
How frustrating is it when things progress slowly?
When you end up coming back to people and they haven't got on with things like you expected.
And sometimes it seems to be the same people who you have this problem with.
Here's what happen's next... (Read Article)
March 13, 2006 22:58 - Everyone Counts
Did you know that everyone in your team wants to feel useful? To feel needed?
This was brought home to me this evening when watching TV.
I saw an advert for social workers. In the advert a social/care worker was eating breakfast with an individual who was disadvantaged.
The breakfast was being enjoyed - the advert made it clear that the breakfast was made, each morning by the disadvantaged individual.
It was clear that the ownership of this responsibility as well as the delivery of the required outcome was very important to the young man.
It may not be as clear and you might not be aware of it. Take note that your people need to have that same satisfaction of being relied on and delivering the goods - no different at all.
Think about it - how often you yourself might have felt this.
It is remarkable how taking home a success with you makes all the difference.
Footnote.
You may remember Jennifer, who almost was lost to an organisation because her boss didn't think she would make anything, was rescued from the jaws of leaving for another job by a more enlightened manager, across the city?
Well, I'm delighted to tell you that Jennifer has just been appointed to her first management role, in a bigger store by a more senior manager.
I think that's a success, don't you!
March 15, 2006 23:28 - Help - Is There Anyone with Integrity Out There?
A friend has had a very traumatic experience.
She was asked to quote for a piece of work with a training company. As time went on, they seemed very reluctant to offer a contract and there was no protection on hand for her own intellectual property.
Things are tough for small businesses out there and training, development and coaching are difficult to get a break in - I know, I have certainly been there.
So you battle on and when opportunities come along you grasp them. If you aren't careful and because you are quite hungry by now, you let your guard down a little and sometimes, the bigger fish in the pool are sharks.
It's easy to get too close and their jaws snap shut.
My first coach taught me a lesson about this. She was up for a major contract with a big high street retailer. They asked for submissions including full details of the programmes they would expect from the contractor.
She was very cautious about this and decided, career-making opportunity that it was, that she was not prepared to go that far (and be hungry for a little longer).
After the various tenders were seen, none of those who applied were appointed and the PLC used the tenders to make up an in-house programme.
I think it is quite sad and a testament to the world and perhaps country we live in.
It just isn't good enough to say 'that's business'. It isn't - it's bad management and poor practice. Hopefully the organisations in question will get back what they deserve.
I'm off to submit myself to a positive opportunity tomorrow. So far, I think they have integrity.
March 16, 2006 22:54 - This Coaching Thing?
In the March edition of Management Today there is one of those small pieces that you see sometimes.
A kind of quirky column that appears each month and poses a question or ponders on a strange industry-based acronym.
This month the 'MT Masterclass' is about 'Coaching'. It asks:-- 'What is it?'
- 'Where did it comes from?'
- 'Where is it going?'
All great questions (and as coaches we all use open questions!)
Overall, the little article scores coaching as a 7 out of 10 for how well it is able to answer the questions.
It is a great little summary of what coaching is all about.
I guess I can sum it up as I did in a reply to Ecademy (an interesting online networking website) this week.
"Coaching is about helping people to learn solutions for themselves so that they will have added tools in their box forever"
It's quite cool to be a part of that too!
Away on business for a few days, so I'll catch up with you next week - if you want to check out the newsletter, it will go out on Monday, as usual, so if you haven't signed up, you'll be missing some unique content!
Fill in the box above and you will still be in time to recieve it! The wonders of automation!
You can read the full article fom MT right here.
March 24, 2006 09:39 - Charades - A Practical Use
Back from Hungary, where I was working with a great bunch of managers on a 'Coaching for Managers' programme.
It was quite a quick in-out visit, the kind I rather like!
What initially started off as a visit to Budapest turned into a venue at a castle about 90 miles north, in a place called Hedervar.
After a visit a few months ago with the same programme to Finland - which has an almost impossible language, I was faced with Hungarian, which also bears no resemblance to any sort of language I know.
The people were wonderful and many spoke good english, which was fortunate for me - and then many didn't.
Like my driver and most of the hotel staff.
It was time to get creative as soon as we started off in the car to the hotel.
You see, as a coach, making conversation is who I am - it's not just what I do, it's also how I conduct my life.
I love talking to and finding out about people. With no common language, this was going to be tricky!
So, I resorted to charades and drawings! It proved very acceptable and I found out lots about the people I came across, as well as being able to order my dinner on two nights, and making new friends and getting to know them a little.
The programme went very well, and the participants were very tolerant of someone flying in to train them in a language which is not their main one.
More, it was such a fun experience, whilst mentally challenging, it also meant I was able to use some skills, which normally I would reserve for the kids or party-time!
March 27, 2006 10:34 - Asking for Help
When we lead and manage a team we are on show.
Part of our make up ensures that we 'lead from the front' and take all that the world throws at us.
Or, we could ask for help sometimes... (Read Article)
March 28, 2006 16:57 - The Power of a Group
You are the leader of your team, your department or your organisation.
You are the owner and amongst you all, no one can do the job; run the place, like you do.
We all know that and have been there.
It's tough because someone has to do it.
In fact there is a lot of research now that shows you are wrong. Not just a bit wrong.
Horribly wrong... (Read Article)
March 30, 2006 11:22 - Getting Your Feet Wet
Sometimes getting ahead means inital shocks and challenges to your system.
And then you can really push on to make progress... (Read Article)
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