Change is hard! We know from neuroscience that people like certainty so change is unsettling. One of the roles of any leader is to help their employees cope with change. Over the last few years, I have been running a “Solutions Focus Coaching for Leaders” programme with an NHS Trust. Like most organisations, the Trust
Resistance to change is a natural phenomenon. At an individual level, change can create a mixed range of emotional response. A Global Survey by McKinsey in 2006 (Organising for Successful Change Management), shows that where change had not been successful, the dominant emotions were anxiety, frustration and confusion. While those emotions were not necessarily absent
In my experience, one of the most common reasons managers want to adopt a coaching style of leadership is because they want to help employees find their own solutions rather than tell them what to do. Usually, they know they have a skilled team of professionals and they want to build their confidence in solving
This post was originally published in the Newsletter for CIPD Management Toolclicks. You can read the original article here. How you as a manager view conflict will largely control your attitude and approach to dealing with it. Most people don’t like conflict. Maybe that’s because our physiology makes us ill-prepared for them. The body’s response to
This post was originally published in the Newsletter for CIPD Management Toolclicks. You can read the original article here. Conflict in the workplace is a management issue and every manager need to be able to resolve conflict in a healthy, productive fashion. Workplaces employ people and, as soon as you have people working together, you have
A good way for managers to develop performance is to conduct a regular one on one with employees to review progress against their performance objectives and development plan. Such sessions can encourage employees to communicate openly in private and be more active in team meetings and brainstorming sessions. Research shows that regular reviews, ongoing feedback
This post is extracted from an article I wrote for the CIPD Management Toolclicks Newsletter in February. You can read the original article here. In George Osborne’s Autumn Statement, he shared the news that he has extended his austerity programme until 2018. This is disheartening news for organisations and managers who are already struggling to
Have you just spent the last two weeks working through your goal-setting for 2013? If you’re like most of us, January is a time when you think about what you want to achieve during the year. And in our professional lives we’re knee-deep in business plans, budgets and annual goal-setting. Few management tasks consume more
Earlier this year, Coaching at Work Magazine featured a programme I am working on as a case study in an article they called “The Ripple Effect”. If you are a subscriber, you can read the full article here. Or read on to learn more. In 2008, Mark McKergow, the Director of sfwork, invited me to
Effective leaders and managers need to have enthusiastic followers. Since people are your key source of competitive advantage, you need every single employee to be fully committed to taking the company forward and doing everything they can to make it a success in the future. Unfortunately, the recession forced many companies to alter their course.
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