I read two articles that I found interesting – one about the myth of multitasking and the other about emotional contagion. They got me thinking about just how powerful paying attention is as a leadership tool. (2 mins 47s watch time).
Prefer to read? The transcript continues below:
The article on multitasking described how biologically we are incapable of attending to multiple tasks – our brains are not wired to do it effectively. When we multitask, we are performing each individual task poorly. When we are with people and we are “listening” but simultaneously ticking off a to do list in our head, glancing at our phone, reading through the paper the person is talking about – we are listening less and less the more we are processing other things. Not only are we devaluing the person by not paying attention but when we add to the conversation, our thoughts will not be as good as they could be, because by multitasking we are not bringing our best...
4mins 22s watch time. Prefer to read? The transcript is below.
In working with leaders, and facilitating leadership programs, one of the key things I am hearing is that leaders are increasingly critically time poor. I had the pleasure of spending 2 days recently with a group of women leaders in a program and the key theme that came out was how valuable it was to take time out to reflect. So what are the key benefits of creating reflective time in your diary?
1 - You can implement and practice new learnings. One of my observations of leaders is they are often keen to learn, and enjoy development, but lack the time to properly implement their learnings. It is a classic story, and we have all done it. We attend an amazing conference or program, and we are excited by all the new things we can put into practice. Back at work the next day, we sit the manual, or folder prominently on our desk, vowing to put the learning into practice immediately. We fire up our computer, and start to wade...
I was speaking with a connection of mine recently, who has just resigned from a long-term employment relationship. He was happy at work, enjoyed his job, and hadn’t thought about going elsewhere, but he was headhunted.
I asked why he chose to leave. The new role is similar in level and salary, but he felt it was time for a change. Why? (2mins 34s watch time).
The drivers of discretionary effort – a case study (4mins 40s watch time).
I facilitated a session with a client to capture learnings from a significant crisis. To cut a long story short, we had some devastating bush fires here in Tasmania and my client lost substantial assets in the fire. As a provider of an essential public service there was considerable pressure to restore functionality as soon as possible.
I had been working with this client on developing behaviours and shifting culture and something we already knew is that their people operate differently during times of crisis. We regrouped after the restoration effort to pin point what behaviours were different, why they happened and how to continue the useful behaviours going forward.
If you’re like many employees, you may have a boss who says he wants new ideas, but then shoots down each proposal that you bring to him. As a result, you’re frustrated by such contradictory messages, and you’re wondering how to meet his expectations.
What if there was a way to get your boss to buy into more of your recommendations?
Try these suggestions for preparing and presenting business ideas that others will want to support. (4mins 26s watch time).
I was meeting a business contact for a coffee recently and we started talking about getting the best out of people. My contact works in an industry that can be quite hierarchical and rules driven and can struggle to engage people. The question he asked was “how do you get people to work harder”?
One of the challenges of leading people is the ever increasing pressure of doing more with less. Budgets are tighter and expectations are higher now than they were even five years ago. Organisations are pushing to be leaner, faster, better – so how can you help your people to be as productive as possible? (3 mins 9s watch time).
Working with an unpredictable boss can be rough. You’re confused when they change your assignments repeatedly. You’re hurt when they act friendly one minute and snub you the next. You’re angry when they yell at you in front of your colleagues.
The solution may depend on their attitude. If your boss treats you with respect while they’re moving the goalposts, you may be able to maintain a healthy relationship. That’s especially true if you work in an industry that requires a great deal of flexibility and rapid responses.
On the other hand, if you’re feeling bullied, you need to find coping strategies to protect your wellbeing and career.
Consider these tips for dealing with a volatile boss. (3min 30s watch time).
If you would like to have a 30-minute complimentary laser coaching session with Ros, please email [email protected] to book.
Confrontation and conflict between people is as old as…well…people. Any time you have humans operating together there are going to be times when people disagree, don’t get on, have differences of opinion or just plain can’t stand each other! So how should conflict be managed in teams?
It is a mistake to think that no conflict means the team is effective. Maybe that is true for some teams, but it is more likely that people are focused on maintaining the status quo, not rocking the boat, following the team “rules” or staying friendly with others no matter what the cost.
Lots of conflict is unhealthy too. Team members who bicker, run each other down, oppose ideas, power play, compete and freeze each other out are toxic.
Effective teams do have conflicts, but they have methods of resolving it constructively. Conflict is seen as a necessary part of life, disagreements are aired, explained, explored and acknowledged.
So how do you create a team...
Do you feel overworked and overwhelmed? Maybe your inbox is overflowing, and you wake up at night wondering what to do first when you arrive at the office in the morning.
Take control of your workload before you become burned out.
Start with this checklist for helpful things you can do on your own and with your colleagues to protect your career and your wellbeing. (5min 8s watch time).
Employees want it, managers know it’s important, and it usually doesn’t cost anything. When you look at it that way, you’d expect to be drowning in recognition at work.
Yet, a recent Gallup poll showed that lack of workplace appreciation is a major concern among employees.
It’s not that surprising when you think about the possible reasons. Some of your coworkers could feel too competitive to notice you. Your boss could think that keeping you on the payroll proves they’re satisfied with your performance, and any of your colleagues could be uncomfortable or unfamiliar with handing out praise.
If you want to feel valued, you may need to shake things up. Start with these suggestions for creating more recognition for yourself and your colleagues. (4mins 55 watch time).
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