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.
My second session of the day is with Jeremy Snape from Sporting Edge @thesportingedge – ex England cricketer and now a sports psychologist – and holds the world record for the slowest bowler!
The CIPD use some of Jeremy’s models and approaches in their L&D qualification.
Jeremy’s big failure on the cricket pitch raised the question for him about what it is that means people thrive or fall in those situations when the pressure’s on. This led him to study sports psychology at Loughborough Uni (great university! #biased!). Reminds me of Kim Morgan’s piece for the #blogcarnival about the conditions needed for learning to occur. In addition to psychology he’s spoken to neuroscientists to get a rounded view.
On the final day of entries for the #cipdldshow #blogcarnival I’m delighted to host this piece from Melissa Sabella who shares a powerful personal story which emphasises why – if we want to learn every day – we need to seek feedback and create environments where it’s given without fear……
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!
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!!
“I feel like a washing machine – everything’s churning round and yet it’s going nowhere.”
“I feel like I’m sinking in it all.”
“This isn’t sustainable.”
These things I’ve heard from leaders I’ve worked with. Men and women who feel swamped. It could be they’ve stepped up into an MD or CEO role where they’re suddenly in the most exposed position they’ve ever known, without development through their transition. Or budgets are cut in in the “reduce costs to maximise profits” race, removing more people from the structure than there are systems or processes to compensate for. Or businesses that have grown so fast, piling the work on those who are there, without stopping to review what’s actually needed to grow sustainably. And sometimes it’s not even any of that. It’s just that sometimes life throws a load of stuff at us all at once – from home, from work, from relationships… and it can be overwhelming.
For this post I’m delighted to be hosting a piece from Andrew Page. I worked with Andrew and a number of his fellow leaders alongside Lane 4 as part of their leadership development programme at Loughborough Uni, and I subsequently went on to work with more of the Anglian team at one of their main UK locations.
Next for me a case study from GSK with Sally Bonneywell, VP Coaching.
GSK – pharma, vaccines, consumer healthcare – large, complex and with a long history of M&A activity over the years. recently sold oncology to Avartis and bought their vaccines business. It felt like we were “taking out our heart” and that had to be allowed to be heard because that was people’s reality.
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.