Last week at the CIPD L&D Show I – not surprisingly – was drawn to a number of sessions that were talking about coaching cultures and developing leaders as coaches. After day 1 Simon Heath posted his reflections from what he’d heard – and then drawn – and which I shared with this thought…..
Final session of the show! It’s been a ball!!
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.
In a couple of months, on 10th and 11th May, the Olympia in London will become home to the CIPD Learning & Development Show.
It’s a fantastic learning event – whether you go to the Conference sessions, spend your time on the Exhibition floor and in the taster sessions, or talking to fellow delegates – there’s something for everyone!
BREAKING NEWS! Ian Ellison now also speaking at Learn > Connect > Do!! Read on….
On 1st December it’s Learn > Connect > Do, the event for people professionals who care about making work better.
This quarter we’re talking about our workplaces and spaces and stimulating the debate from the position of “Do we need offices?”. It’s fantastic to have Dan Pilling and now, not just Dan, but Ian Ellison too! They’ll be joining us to bring us their deign and workplace insights and get the discussion going. As the Chair and Deputy Chair of the BIFM Special Interest Group they know their stuff!
At the age of 30 I was properly introduced to the concept of chaos when I had my first baby. Until then, or at least through my ’18 and over’ life, things had been fairly un-chaotic. That’s not to say they were uneventful but any surprising or unexpected events were mostly fun and things I wanted to be part of. As I went from 25 to 30 we bought our first house, did it up and purchased much from Ikea (other household shopping outlets are available). During that time we settled into the rhythm of grown up working and home-owning life.
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.
Final piece goes to Rob Jones from Crossrail and Ally Salisbury from Sheppard Moscow.
Building a sustainable culture of collaboration in Europe’s largest infrastructure project and creating alignment across boundaries and conflicting agendas.
Focus for last 3 years has been creating space for new tracks and stations – finished tunnelling in June this year!
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.
Inji Duducu, Group People Director of Benenden.
Talking about using Appreciative Inquiry to identify the org’s true values, and developing engagement and comms strategy to sustain commitment across the org.
Benenden is a healthcare provider (mutual, not-for-profit) – they’re a single product, single price healthcare provider. 80% of spending member funds is finding a fast route to diagnosis via private. Do lots of cataracts, varicose veins,… and offer helplines at a single flat rate at £8.45 a month with no restrictions – the most under-priced product ever! And available for corporate schemes 🙂
This is with Prof Cliff Oswick of Cass Business School at City Uni London.
It’s going to be a fairly quick look at moving away from problem-centred change and to discursive approaches to OD. Shifting from top-down to emergent, network forms of change.
Traditional vs Dialogic vs Emergent OD
1900s to present – orgs as machines. 1960’s to present – orgs as systems. 1980s to present – interpretive meaning-making systems, 1990s to present – complex adaptive systems. The last 2 acknowledge the complexity, subjectivity, emergent, chaotic nature of OD.