I’ve just finished reading my pre-release copy of the Rebel Playbook and wanted to pen a few words to share my thoughts so that you can choose if you’d like to read it when it’s released on 23rd Feb this year. You can pre-order it now though – here or (currently at a reduced price) here. First up, I want to say that I have no association to Debra or Glenn so this review isn’t a “helping mates out” thing. I bought a pre-order copy, as anyone could do if they spotted the tweets promoting it. Full disclosure though – they did send me some Haribo! Which swiftly went to the kids 🙂 And a second book by way of apology because my copy was delayed.
It’s going to be big!! On 30th November Learn > Connect > Do is back with something a bit different. It’s our Christmas event – nice and early to avoid bumping into the partying and quality time with friends and family – and we’re bringing you four – yes four!! – experts to join our learning conversation about Diversity and Inclusion. If you already know you need this learning jump straight to the booking page on Eventbrite!
I read this article tonight.
Possibly the most common situation at any level of leadership : Overloaded leaders because half their time is spent solving problems that aren’t theirs to solve. Resulting in teams who don’t believe they’re capable because every time the leader solves for them it tells the team they can’t.
Jon was a confident leader. Passionate about his business and his products and had a clear vision of the kind of culture he wanted to create: famous in the market for creating a workplace that people look forward to getting to every day and which got talked about as the place to be, all of which meant his teams consistently exceeded what customers expected.
Simon Heath shared this the other day…..
I’d been thinking that same day about this very topic. It was something that came up on my Team Coaching course last year where we agreed that this supposedly soft stuff is really the hard stuff.
I have a hypothesis that, eons ago at the beginning of business time, men realised this stuff was hard – because it requires you to accept feedback, to be introspective and vulnerable, to look into yourself, accept your imperfections and still like yourself, and to embrace the real-world truth that you have opportunities to develop. Whether so confident that they really believed themselves perfect, or so enshrined in imposter syndrome that they feared being found out, these business “leaders” put the people stuff in a box over there.
A week ago on 9th March was the latest Learn > Connect > Do : an event held quarterly in Leicester which is for people professionals who care about making work better through doing great people stuff. These are also people who care about giving back while they learn and I’m delighted that we raised a fantastic £130 for Twenty:Twenty through ticket sales. This will enable a young person to get support with transport costs to get to their local centre to learn, or to go for a day out to celebrate their learning successes! And even more than that, with the professional backgrounds we have there are so many other ways delegates can get involved and support these young people into jobs they might never have considered an option before.
As I write this I feel like David D’Souza who’s an expert at these analogies with life (as an example, you can read about Chicken and Business Plans here). I hope mine hits the mark. It’s not rocket science, or brand new information (HT Phoebe), but it’s something I re-noticed while working with a leadership team this week – and I don’t think I’d ever previously made the broader connections of this effect in other activities. Plus I love Chinese food!!
Today I’m delighted to welcome Shirley Marshall to the Wild Fig blog. Shirley’s an HR Partner at RCI and came to the last Learn > Connect > Do event in December. I was delighted when I heard that Shirley took her learning back to work and wrote an internal blog post to get others thinking and talking about the topic of workplace and collaboration, and she’s kindly given permission for it to be re-produced on here.
A friend shared this with me today. Her political leanings being very much on the side of Corbyn and despairing at what she saw as Cameron’s arrogant attitude. But this post isn’t about which side of the fence you sit on or which leader you favour. This is about cultural norms. The way we do things round here. And how blind we can be to how we are.
Karen Dumain from the NHS Leadership Academy.
Talking about achieving cultural shift through tech – how can practitioners make use of tech?
Karen’s background in Behavioural Science and feels like OD is coming home. Joined the NHS a bit over 2 years ago. Karen and Paul Taylor lead ‘Do OD’. They link with the Leadership Academy to spread OD capability across and above the system of the organisation. Focus on Dialogic OD.