Good teams take time to become that way. All the research shows that good teams put effort into being a team as much as they put into delivering their purpose.Good teams do all the things that the research says it takes to be a good team because that’s what the research says and they start off by wanting to be good. But are they truly high performing?
Being a leader takes a lot out of you. The minute you have responsibility for other people, their motivation, direction, performance etc, you have a lot demanding your attention compared to the days when you were an individual performer. Taking a senior role ramps that up even further when you have more stakeholders to pay attention to (the board, media commentators etc).
The one thing that is common is that both take significant time and energy. Many successful people begin to notice a lack of personal energy resulting in diminished performance or motivation at work. This blog explore that lack of energy and motivation
In the process of trying things, people learn and through that learning gradually get better. The implication behind ‘gradually get better’ is that you may not always be fantastic at the thing you are trying. This is fine when you are a kid and just learning for the first time, but many adult managers struggle with not being excellent straight away, and as a result many stop trying (which of course is not excellence but let’s not go there).
But what if you could offset your leadership on the path to improving? What if there were things you could do that provided a leadership benefit to your team, while your own personal impact was gradually improving?
espect is one of those words that has different meanings for different people and the way they see the world. And where different ways of seeing the world come into contact there often comes conflict and so it is with respect. So what does respect mean? We explore this through three dimensions based on the science of Axiology.
We spend a lot of time with busy people, whether as coachees or as part of our ‘coaching culture’ or ‘high performing teams’ leadership development programmes. One of the most frequent barriers that we face to implementation of the new ideas that these programmes bring is ‘lack of time’. Yet if I had a dollar for every time that time was not the real issue then I would be a very rich man. In this blog we explore the background to being ‘time poor’