This Thing Called Feedback

Leaders giving feedback to develop their staff’s capacities has become second nature since the 80s. But how much of it is effective? What kind of “feedback” is likely to assist the recipient to want to change their behaviour? If we knew this, we’d all have a key to both productivity and life enhancing organisational culture.   What might be done? I notice many leaders are skilled in observing behavior and the negative effects of certain behaviors. Yet, many of the...

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Landing Those Awkward And Crucial Conversations

Clients often tell me things like: “I am nervous about this conversation. I have been putting it off. How do I start? “  Or, “I am nervous about letting X know he isn’t being appointed. I don’t want to lose him, and I know he will be disappointed. Then he will sulk, and those around him won’t want to interact with him, yet he is a key player in the team.”  And, “one of my team members is causing havoc with our...

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Now You Are Managing Your Peers!

Several of my clients have been asking me, “How do I shift my relationship from being a close colleague to being their manager? How must our relationship differ?” Yes, there will certainly be differences in the relationship.  Two of the most important factors in successfully making this shift are: Navigating your own emotional responses. Managing the psychological shifts between the two of you. Let’s take a look at both of these areas: Navigating your emotional responses If you’re like most people,...

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Approaching Established Teams: Hero, Savior or a Thorn in Their Side

Currently, many leaders in the public sector find themselves with a boss they didn’t sign up to work for. What is to be made of this experience? We definitely have new leaders in our organisations. The likelihood of fresh approaches, innovation and not doing the same old things in the same old way, is high. However, with each new appointment, comes an entry into an established leadership team. A team usually appointed by your predecessor. This has its own challenges....

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Preparing A Compelling CV

Who are YOU? Presenting yourself with a compelling and accurate CV. With so much organisational change in New Zealand, many of you are likely to be applying for new roles. Here are some keys to presenting yourself well.  Presenting a compelling letter and a powerful CV is likely to see you being shortlisted for an interview.  Three silver bullets: Keep your letter of application to one page. Include why you want the role and what you would bring to it....

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Assessing Your Own Leadership Impact

When you look at your performance over the past year, can you see where you really progressed as a leader?  Can you see where you would like to develop? Looking at your own performance isn’t always easy – after all, how you perform as a leader depends a lot on how other people respond to you. What you are really trying to assess is how others see you and the impact you have on them. I’ve been working with leaders...

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Spontaneity And Leadership

One of the roles of a leader is to create unity of direction with people who have different views.  Ideally, leaders’ decisions produce greater cohesion and direction and less fragmentation. Decisions made when a leader is using coping or defensive behaviour tend to be reactive, have little flexibility, and rarely contribute to social cohesion or progress.  When decision-making enhances social cohesion, more often than not, those involved have worked with spontaneity. Spontaneity, a life-giving state of being, is essential for creativity...

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