When we think of resilience, authenticity, decision-making, quality questioning, maintaining psychological wellbeing, relationship building, giving feedback, listening… we talk about developing these as skills. Teaching people for them to learn. This is not the most effective way and here’s why…
Now compare that to the definition of emotional intelligence:
“the capability of individuals to recognize their own emotions and those of others, discern between different feelings and label them appropriately, use emotional information to guide thinking and behavior, and manage and/or adjust emotions to adapt to environments or achieve one’s goal(s)”
When you were in flow, to what extent were you doing any of the things in that definition?
My guess would be not very much, if at all, and certainly not consciously. Not with intellectual effort.
This is because when we’re in our natural state, we don’t need strategies and tactics. We don’t need breathing and centring, or visualisations of the best version of us, or mantras about listening to understand not to reply.
And this is because, in our natural “flow state”, we aren’t paying attention to the thinking going on in our heads. We’re not grabbing hold of thoughts and believing them. We’re not analysing why someone’s said what they said, or why we ourselves are getting frustrated by something, and crucially we’re not trying to manage ourselves out of an emotional response we think we shouldn’t be having in that moment. We’re keeping our intellectual, egoic, personal thinking out of the way and we’re accessing a much deeper space of wisdom and intuition.
Why aren’t we in flow more?
For years we’ve been teaching people (me included until recently) that we need to intellectually manage what’s going on for us emotionally. That we need to use our brain muscle to fix ourselves, that we need to practice and repeat to build new habits and new neural pathways, all so we can be better versions of ourselves more of the time because we’ve been led to believe there’s some version of us which is not good enough and not acceptable to society right now.
The trouble is, the application of our intellectual capabilities to these emotional management tasks, takes valuable energy away from our ability to generate fresh new thoughts and ideas in any moment, from our ability to listen and hear others, from our ability to connect and collaborate.
Remember that flow state? All those things just happened naturally there because you weren’t stuck, caught, or getting tangled in your thinking. And I’m not saying that in flow everything is about positivity and full agreement, with permanent grins on everyone’s faces – but you and others will have felt able to express any frustration or concerns without it seeming like a big deal. In fact the complete opposite. Any such insights will have been gratefully received and discussed, leading to an even better way forward.
So if we’re not “managing” our state through emotional intelligence tactics, how do we get to this state of flow more of the time?
We understand how our human system really works.
What we’ve been doing with emotional intelligence is explore:
the “what” – the content of our thoughts, labelling the emotions we’re feeling,
the “why” – what’s triggered you to get to that response. Often then examined to be re-framed or replaced with a more helpful thought.
This different approach understands the “how” of our underlying system. Think of making a car go. There is no benefit in commenting on the shape or design of the bodywork (the “what”). And there’s also no benefit in polishing the paintwork to a high shine to make it look nicer (the “why”). Neither of these approaches is going to get the car going. You must first understand “how” all the parts of the engine work and fit together to make the thing move forward.
The exact same here.
So how does our system work?
There are two areas where we can see the system working the way it always has and always will.
As my daughter drew it, copying from the video, she burst into tears. The tail looked all wrong, far too wide for the body. “But mummy look, the tail needs to go to under its first toe”.
Trouble is, of course, my daughter’s parrot’s toes were slightly different to the one in the video so the tail going to there did make it look a bit crazy-wide.
When we try to copy a pre-prepared plan to the letter, when we expect people to behave in a certain way that matches the movie in our heads, when we think it shouldn’t be raining today because we’ve got that outdoor event, when we think we should be earning more / achieving more….
This is where our suffering begins: when we believe every single thing we think and see it as a solid, definite truth.
Once you really see how our minds work, the more you live in the moment working with what is, instead of what you think it “should” be. The more you’re here, the more you stay fluid and flexible, adaptive and agile, adjusting and integrating, and the better you feel.
All this without having to actively “do” anything. No mind-management techniques, no practicing of new habits. Once you “get” this understanding, the flow just flows.
It’s hard work swimming upstream against the current of the world around us.
Jump in and be in the flow.
Get in touch if you want to know more.
LEARN new things,
CONNECT with like minded people,
and then go DO something different to make work better!
We’re excited that PKF Cooper Parry are hosting the event at their amazing East Mids offices (check out the image at the end!) and we’d love to see you there. Click here if you already know you want to book. And read on if you’d like to know more…..
P.S. Please make sure you check out the great boat metaphor for self care at the end!
Now, over to Janice…..
I have a little self-care graphic that I keep visible by my desk. It’s a simple hand-drawn graphic that serves as a reminder on those busy days of the things that keep me healthy. It prompts a bit of structure around my self-care and reminds me to keep it high on my agenda. And as you’d expect, the more I engage with activities that nourish my soul, the more rewards I reap. Not only in that short-term joyous time of connection with whatever it is I’m doing but for the long-term too as I continually reinforce those behaviours. Reminding my brain and body what it feels like to be nourished with those feel-good vibes on a regular basis.
And why am I telling you this?
Because hands up! I haven’t always been great at self-care. I know that self-care can be difficult. And so if, by any chance, I can enable your journey to greater self-care to be a little less time-consuming than my own then I’m happy to share my ideas.
So what makes self-care so difficult in the first place?
We live in a forever changing world, where we’re moving at a pace we, perhaps as humans, have never moved at before, constantly driving forward to keep up, take new stuff in and change. Our minds are constantly stimulated. Our mental health continually pushed to its limit whilst we strive to live our lives to their fullest. And with that we are continually challenged to keep everything in check (work and life) AND to deal with whatever has cropped up.
So its no wonder when we live in the world we do that life or work can sometimes ‘get in the way’ and can knock your self-care routine off-balance.
But here’s the thing…
There is ALWAYS going to be something that will get in the way. The experience of life is not one that is always in balance as much as we’d like it to be.
And these days we perhaps find that it’s unusual to get a ‘steady’ moment in work or in life… That is, unless we create one ourselves!
And so to create one we will….
On Thursday 16th March, I’ll be facilitating a session on self-care at the quarterly LearnConnectDo gathering. Learn > Connect > Do was founded by Helen Amery who is passionate about making work better. So if you care about making work better too by being better connected to your own self-care and if you have ‘people’ as the core focus of your work : HR, L&D, OD, coaching, leadership and management, then we’d love to have you along.
I appreciate that it can sometimes be difficult to figure out which meeting, activity or event is the most important for you to attend in any day. It seems we’re forever prioritising. But let’s not forget that “Learning self-care is like building your own lifeboat, plank by plank. Once you’ve got your boat, you’ll still be rocked by the waves of life, but you’ll have a feeling of safety, and a stability that means you can pick other people up on your way.” (Nadia Narain & Katia Narain Philllips)
So if you are ready to build the next plank in your own lifeboat to get to that feeling of safety and stability, book on here…
We look forward to seeing you!
My summary view : a fantastic, practical and accessible handbook to shift attitudes to how we work with those we employ and therefore how we can make work more engaging.
The book’s based on Debra and Glenn’s Engagement Bridge model and so it’s structured around the ten elements of that model. These elements are essentially the elements you’d see in any decent people strategy but with the nice Bridge metaphor – the foundational rocks for the bridge are Workspace, Wellbeing and Pay & Benefits. Above that, the more “planks of wood” you lay, the stronger your bridge and the more people you can safely get across the river.
The ten elements provide the chapters for the book – but in a flexible way. There isn’t a prescriptive “work on this, then this, then this”. They invite readers to jump in where it feels right for them. So you could read the whole book and then decide your priorities, but equally, if you know where your opportunities are you could go straight to those sections. I also like that at the end there’s an acknowledgement that there can be huge overlap and interconnection between these ten elements. So many books try to keep the boxes of a model (falsely) separate so I like the honesty about the fact these elements are operating as a whole system.
Each chapter begins with insights or knowledge-sharing about the topic, then how Rebels do these things differently – the outcomes they’re striving for and the behaviours they deploy, before sharing case studies or “plays” from a huge variety of organisations – varied both in terms of type and size of business but all consistent in being led by people who have a passion and the courage to do things differently to make work better.
In terms of the Plays, I don’t believe for a second that all these organisations have engagement perfectly nailed in every way, but the examples of what they’ve done give great ideas to get thoughts stimulated and minds broadened to possibilities. Again Debra and Glenn are honest about this work of improving engagement being an ongoing journey. There is no quick fix, no silver bullet. It takes commitment for the long term and continued effort to keep practices fresh and still engaging. And also (yay!!) they discredit the idea of best practice – read the examples, consider them in your context, and do what’s right for your organisation, your values and your uniqueness.
I found some chapters more interesting, sparky and hope-inducing than others – even though some of principles and Plays are ones I’m aware of. The one I found least engaging was the Learning & Development one, but maybe that’s because it’s the area I know best. The Plays in it just seemed to be things we were doing in Boots a number of years back and not especially innovative. Or does it mean that L&D are ahead of the curve in doing things differently? That would make a nice change to the usual narrative around L&D holding things back!
Counter to that, HR and Legal teams get the raw deal in here. Held responsible for the dreadful employee handbooks, rules and policies which punish the many for the misdemeanours of the few. However, that approach has grown up from the management practices of the 19th Century and the belief of the need to control the lazy workforce so I don’t think HR and Legal can be held solely accountable here. A key message is about starting from a place of trust and believing that people are at work to do a good job – and that if you treat people that way that’s likely what you’ll get. And if you don’t, you deal with that on an individual basis, treating it as the exception to the rule that it really is rather than writing a while new policy paragraph. @HRGem would be proud!
Of course with one book and ten topics to cover, these are relatively topline insights into each, but definitely giving enough information and ideas of “what” you can do. There’s a gap in terms of the “how to” but maybe that will be for future books – or at the very least for you to research more and/or seek support from relevant experts.
One thing I struggled with, and am still grappling with now, is one part of the definition of engagement where Debra and Glenn say that engaged employees “genuinely want the organisation to succeed” which means “They will often put the organisation’s needs ahead of their own.”. I just don’t agree with this. I believe we have enough people who attach their self-worth to how well they do in a job (which can lead to burnout and mental illness) and I don’t think a human and responsible employer should use how much people put the org before themselves as a measure of success – further increasing the pressure to be “good enough” by going the extra mile. In fact that to me this is counter-intuitive to the arguments later in the book about wellbeing. If we’re truly going to help people be well we need to be OK with employees putting their own, their friends and their families needs ahead of the org. Not only that, if we believe that putting the org first is a measure of good engagement then you automatically exclude a large and diverse proportion of the workforce from being on the “engaged” list because they may just not physically be able to make that kind of commitment – whether due to caring responsibilities, for their own health or because of a disability which limits how much they can work.
Overall I think this book is fantastic, easy to read and containing loads of top tips and ideas. I’ve already recommended it to a number of my clients to help them and their leadership teams with their own cultural shifts.
Strangely I’m going to finish on a worry I have. Not one that I think Debra and Glenn should have covered, nor are responsible for but…..
I have a more fundamental grapple about engagement and the purpose of the org towards which people are being engaged. If these practices are intended to improve productivity towards a positive purpose then that’s all good. But I fear that too many orgs continue to operate with profit as the primary pursuit, and engage in work which damages the local community / the environment / people further down the supply chain. I appreciate this isn’t the concern of this book but it is something that concerns me about the world of work; that orgs will do the engagement thing like they might do the CSR thing – make themselves look good on the surface to hide the unspeakables that are under the rug. My hope is that nobody can be that good at hiding….
And in the meantime I’m going to be focusing on the ones who have a positive purpose to do good in the world and who really mean it!
On the back of National Inclusion Week (#NIW2017) last week, and research conducted by PM Insight, this is an essential topic for organisations to engage with. Whether you believe we live in a VUCA world or not, creativity and innovation are essential in work and those qualities will only come through bringing and genuinely including different perspectives and approaches into the workplace’s thinking.
So in November we’re inviting four experts to come and share their knowledge and experience on some of the hot topics in the world of Diversity:
> Disadvantaged young people
> Mental Health
Make sure you read about Joanna, Sean, Deborah and Karen at the end of the post.
At Learn > Connect > Do we believe in an adult approach to learning and we like to do things informally so, for this event, the experts will be available around the room much like a conference exhibition hall – but without any hard sell! So you’ll get to choose which experts you spend your time with – whether that’s 1, 2, 3 or all 4 of them. It’ll be about relaxed conversations – learning, asking and exchanging ideas.
But this event isn’t just about gaining knowledge. We’re also going to explore the barriers to diversity – what stops us when it comes to Inclusion. As a species, we’ve been scared of difference in others for many years – just check out this video if you need evidence for that (thanks to Janice Keyes for the vid). And recent events prove this fear is still prevalent all around us. So we’ll be talking about this barrier and any others you encounter, understanding them and sharing ideas together for how to overcome them.
If we keep doing the same things we’ll keep getting the same results. This is a chance for you to choose to do things differently, to make work better.
It’s going to be a bumper event with mince pies and, of course, chocoloate included! And as usual, all profits will be going to TwentyTwenty so they can continue to do their great work. All this for less than £27!
We’d love to see you there!
Email me to go on the mailing list for this and future events.
For now, here’s an introduction to our experts…..
Disadvantaged Young People – Joanna Burrows from TwentyTwenty
To represent the perspective of young people from disadvantaged backgrounds, Joanna Burrows from TwentyTwenty (Learn > Connect > Do’s charity partner) will be joining us. TwentyTwenty is an award-winning employment support charity specialising in supporting and empowering disadvantaged 11-24 year olds who are disengaged from education or not in education, employment or training (NEET). We break cycles of hopelessness, worklessness and dependency in the most deprived areas of the East Midlands, operating through Lifeskills Centres in Loughborough, Leicester and Derby.
We aim to consistently put the right people, places and opportunities around each young person, to counterbalance some of their persistently difficult home, educational and social experiences. We support young people to develop self-belief and motivation, achieve in education, learn work-ready skills and attitudes and find and keep a good job.
LGBT – Sean Russell from Get Out Stay Out
Sean Russell is passionate about LGBT and enabling employment. He’s the founder of the website:
In recent research*, the skills managers reported they need in the next 5 years significantly underestimate the importance of people. But people skills are exactly what we need to differentiate ourselves from AI. The top 3 skills the managers reported needing were:
1. Digital and technological expertise (42%)
2. Creative thinking and experimentation (33%)
3. Data analysis and interpretation (31%)
And the people skills came in at 6th place.
The thing that sets us apart as humans is that we have vast capacities to be creative and experiment – but this stops when we’re in an environment where we don’t feel safe or valued.
It’s easier to feel safe when we’re surrounded by people like us but this isn’t where the strongest teams operate and it isn’t where the best ideas come from.
So flip that, surround yourself with a diverse team – some reflective people, some who drive the agenda, some who have creative flair, some who pay attention to the practical details. This is when interpersonal problems arise because opposing styles trigger fear in us. We don’t understand them.
The paradox is that these differences are exactly what you need for creativity, agility and innovation.
So as a leader, how do you maximise the full potential of your team? How can you be stronger as a team than you are apart?
Leaders we talk to know that this is what they want to achieve but don’t know how to go about it. They want the business to grow and evolve but fear losing their original vision and entrepreneurial edge.
A critical way to embrace this paradox and benefit from it is to fully understand each member of your team – what their strengths are, what energises them, what frustrates them – developing their ability to talk about this in an open and conscious way, growing mutual appreciation for what each person brings.
This process enables the team to establish conscious team “norms” – norms are habits or codes of behaviour that become the accepted way to do things. All teams have norms but they’re usually unconscious and aren’t always helpful for creating the safety for brilliance.
Sometimes an agreed norm can be as simple as allowing everybody the chance at the start of a meeting to say how they’re feeling and what’s going on, or it might be agreeing to co-create agendas in advance. Whatever your agreed norms, the part which often gets lost is the continued practice of them. The norms slip from the helpful and conscious back to the unhelpful and nonconscious, especially when the pressure’s on, and the team’s success slips with it. Regular team reviews are essential.
Our top tips for establishing helpful and conscious team norms:
1. Everybody inputs into what’s working and what’s not
2. Agree norms that address what’s not working
3. Each member takes responsibility for maintaining them
4. Regularly check how they’re working
5. Celebrate the successes that come from them
6. Adjust them if you’ve experimented and they’re not working
Do this in your team and you’ll maintain your competitive edge over the best bots in town!
Zoe and Helen work with top teams enabling them to harness their collective power. Get in touch to find out how we can help you maximise the differences in your team.
Read more about what we do here.
*(Accenture Survey reported in HBR Mar/Apr 17)
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.
And with the best of intentions : to be helpful to the person in need, to get the thing resolved quickly to help the business be successful.
But instead it helps the business be unsuccessful.
As the leader your time is spent on issues which don’t belong to you. Your time is sucked into being the parent in the childrens’ squabbles. You aren’t adding the value you should be with the role you’re employed to do. And neither you nor your team are working as effectively as you could be. Which leads to everyone feeling deflated; lacking motivation through lack of achievement; energy-sapped from feeling stuck in the weeds, underdeveloped because all the challenging stuff is whisked away instead of being trained or coached through.
And it stems from a need for control.
We all have a need for control – some have it more than others but we all have it. Your ability to control (plan, manage, organise) is likely what got you success and into a leadership position in the first place. But what got you to here isn’t what you need now. It’s not what’s going to move you or your team forward.
But this is REALLY hard to let go of. Shifting to deliver through others rather than through your own fair hands takes you a step away from the action. And if you’re not in control of the action does that mean you won’t be seen to be doing a good job – because you’ve learnt in previous roles that being in control is what’s had you do a good job and led to your promotions. And it’s all around you. It seems to be the thing that people get paid, promoted and recognised for. You don’t hear leaders being praised for creating an amazing team to deliver a project – you hear of leaders who delivered the project.
You’ve not tested this “deliver through others” way before and you likely don’t have many role models around you. What if you don’t do a good job and the work fails. What does that mean for how your performance will be seen? What does that mean for your performance review and pay rise and bonus and ultimately your ongoing career? These are the kind of fear-based thoughts which keep people stuck in the control loop.
Or you might have ego-fuelled thoughts because you’ve done this job for years, you know all there is to know, you can show these newbies how it’s done. Look at me showing how I know it all and can do it all! And by showing this knowledge and expertise I get recognised by those above me because that’s what gets valued.
Either way, this is the story that plays in your head:
I keep control – I perform – I’m safe
But in the meantime, what’s actually happening:
I keep control – my team don’t learn – their confidence drops – they feel disempowered and like they add little value – they disengage and turn off their brains – the work standard and ideas generated drop – so you take more control to counter this – which feeds the ever-decreasing spiral….
So instead focus your control on controlling the development and progress of your team. Become obsessed by the satisfaction of seeing them take another step towards being empowered, confident and capable individuals. Be the leader who coaches, facilitates and mentors. Be the leader of the team that everyone wants to work in because they know they’ll be given clarity of purpose, and space, and care for their development.
All the while holding the image of the place you’re heading to – because this way of leading is playing the long game. Anyone can take control and get short-term wins. It’s the truly successful who see how things could be and who behave consistently in a way that they know is going to get them there.
In the words of David Marquet – drop the authority to the level of information. If you never do, there’ll always be something to solve for someone somewhere and you’ll never be able to go home and eat dinner.
And if the thought of working like this doesn’t light your fire you have two choices –
- don’t be a leader, or
- be a leader who accepts mediocre as the best performance you’ll get from your team.
This one is with Sandra Nixon of QVC and Rhonda Howarth from Nestle who are talking about how to develop line managers to have effective coaching conversations. A coaching leadership style is essential to operate effectively in today’s world and for a line manager it can’t always be about sitting for hours having in-depth coaching sessions but about making it a fluid part of your everyday way of working. I’m interested to see what QVC’s and Nestle’s takes are on it.
First up is Sandra from QVC who’ve been going through a 10 year programme including investment in line manager skills which are being delivered in a sustainable way. She’s going to talk about embedding a coaching environment, some of their lessons and how they’ve made it sustainable to keep it alive.
They’ve followed the McKkinsey 7S change model and at the centre has been the focus on shared values. they believe in investing in their people for success. They bring their values into performance management, reward, recognition, a 2-day culture programme that everyone attends. They believe in creating a great employee experience to deliver a great customer experience – woop!!!
When they started the change they were getting good feedback from employees and customers, sales were in growth, new tech was being introduced, things were feeling very positive so to take the next step they started thinking about the future. They had a lot of senior people who’d been promoted from technical roles without any development and without clarity of what leadership means in QVC. They started to shape leadership as a role where you’re there for your team to help support, develop and grow them – woop again!
They did their first employee survey in 2007 which cemented an opportunity to focus on skills of frontline leaders. they has about a third of responses sitting around neutral they could see moving to positive.
They decided they wanted to move to a coaching culture to improve employee experience – although without any idea what their strategy might be – except that they saw it as enabling a great relationship and a skill that transfers across any employee-manager conversation – absence, performance, career….
So they thought about what they wanted to achieve – what does it look like if we have a coaching culture, what will be different, how will we know we’ve got there, what will we see, hear & feel, what do we want to keep hold of and what are we not doing. Then what do we want to achieve in Year 1 and by Year 3?
Sandra’s using the analogy of white water rafting to explain the start of the journey. That was how she felt and also that’s how their managers approached it. Do I have the skills? What if I fall out the boat? What if I lose my job? And others were raring to get in the boat – give me the paddle, I’ll give anything a go. they recognised they needed everyone on board before they started out so the business was clear about what the expectations were of the future and that their opportunity would be to learn towards that and make mistakes along the way without losing their jobs.
There were lots who already thought they did coaching – what they were actually doing was giving them feedback (this is a common experience of mine too) so they needed to first of all be clear about coaching, mentoring and giving & receiving feedback – with constant reiteration of the definitions to be clear what they were talking about as an organisation and to shift mindsets.
They developed coaching skills (see photo) – first of all doing this with the HR team so they could be ambassadors and role models. Senior leaders were involved to set the scene at the start of the learning programme to set expectations of the learners and emphasise this wasn’t going to be a fad or the latest thing. some leaders chose to leave – which is fine. It wasn’t for them.
They found that leaders weren’t aware of their skills gaps or weren’t prepared to be vulnerable and admit they had gaps. this led them to move into developing leaders into emotional intelligence, self awareness, self regulation, liming beliefs….Refer back to earlier session. the depth and quality of coaching is enhanced by the strength of relationship and so this work really needed to be done first.
Sustainability – workshops, e-learning, have used every opportunity to reinforce.
They wondered how they could assess how effective their leaders were being. They decided to get Ops Mgrs to observe Team Leaders when they’re coaching their team members to see in real time the way they’re behaving together. Scary but a great way to get real feedback, raise awareness, learn and improve. (Our best learning comes from discomfort.)
They had feedback that they had too many models so they decided to become masters of 1 or 2 models. Giving too much was clouding things for them.
They introduced Lean 6 Sigma – another opportunity to use coaching to say How do you do things on a day to day basis, how could you improve that.
ROI – employee survey – improvements year on year, improvements in attrition, in business results.
When they started in 2007 they were QVC UK and other countries operated separately but now they’re a global, matrix org so looking to how to be more effective and productive in that new world. Many of the leaders chosen to lead the matrix org have come from the UK and you can see a significant difference in their capability compared to their global colleagues because of their greater emotional intelligence. So now they’re back to strategy – how can we influence the global agenda and how will that look?
Next up, Rhonda from Nestle who’s going to talk about the role of a manager in their business and how they’ve supported leadership development through coaching networks.
Nestle already has a global approach to coaching and a strategy. Rhonda & her team’s job is to make sure managers are equipped to coach to ensure a coaching culture throughout. They’re a business created by lots of separate businesses that have been acquired but they’re looking to standardise expectations and standards across.
Expectations are that they engage and inspire their people, grow and develop their people, support their career. Variety of ways people join the programme : Apprenticeship, Graduate programme, Existing workforce, Direct entry – so leaders need to flex to different needs and priorities.
Their anchor for leadership programme:
As an individual – Know yourself
As a line manager – Coach and Develop
Senior leader – Develop org capability
They also have NCE – about driving improvement, consistency, quality, safety, lean – done lots here around coaching to engage operators in solution finding.
They’re about to launch Purpose and Values. Their new global CEO wants to anchor people to this. Purpose “Enhancing quality of life and contributing to the future.” Sso now with coaching they want to bring people back to these and to the values.
People Development and Performance – in Nestle they’ve fine tuned their appraisal process rather than removing it – but they have made it more frequent so people have check ins through the year. They have a holistic assessment at year end – the overall goals & performance of day job – and feed that into reward. Coaching is essential in check ins so people are having quality conversations which feeds satisfaction with end of year outcomes around reward – they intend this at least as they’ve not come to the end of the first year of this new cycle yet.
Their coaching is based on GROW supported by skill development in listening, questions, giving feedback, providing challenge. they’re also helping leaders with mindset so they go into conversations with employees clear about how they want to be and therefore the impact they want to have.
The senior leadership have also taken coaching on board, have developed their skills and are co-coaching each other as well as using a coaching approach more in day to day.
Nestle have a Global Coaching Network, Peer to Peer Coaching that can happen on factory floors and in the next level of supervisors, Coaching Groups connected to the Accreditation Pathway so they learn to be a coach and alongside that are these groups to continue learning. They’ve gone with ICF Accreditation for their formal qualifications.
How does being a coach marry with them delivering their operational job? > In Nestle it’s been a behavioural shift by helping them stand back from problems, find a different way of solving by enabling the team to learn and self-solve through coaching so next time they self-solve with more confidence next time. Creates more time / less pressure for the long term.
QVC have learnt that leaders need to recognise when they need to coach, when to mentor, when to give feedback. You can’t coach all the time as a line manager. Also needed to help with how to performance manage with this coaching approach – it didn’t mean we aren’t doing that now, it’s just we’re doing it with a different style. And it takes time and practice because when the pressure’s on we revert to control and tell.
This post has been live blogged from a session at CIPD Learning & Development Show. I’ve shared as I’ve heard it so there may be typos and I won’t have captured the whole thing but the intention is to give you a good sense of what was shared.
cut the costs or make the sales.
New systems and tech are set to help
“Reduce the work and boost results”
And of course some people have to go
Middle management, on the whole
Leaving gaping gaps in the work that was
Some that moves up but mostly down.
And all the while the tension pulls:
“Do the big picture
But fill in these forms.”
“Don’t tell us your woes
We want shiny stuff.”
“Jazz hands! Fabulous!”
That keeps our jobs.
But the promised systems don’t quite fulfil
Putting stresses and strains on those it’s for
And the gaping gaps in the work that was,
Causing levels of busy not seen before,
Prevent human connection that would nourish the soul.
In the absence of this
People fall and fall
And so do the sales, and the costs stay still
Because the energy’s gone
We’ve lost the will.