Last week I was involved in a workshop where we were training participants how to adopt more of a coaching style of leadership. A couple of questions were asked in the workshop about how well staff would accept being asked questions (in a coaching style) rather than being told what to do. In my response… Read more
I recently ran a session with a group of introverted leaders and we talked about some of the things that can frustrate introverts about extroverts – and mean they (extroverts) don’t get as much from the introverts as they could. This blog is a summary of some of the elements we discussed and is a… Read more
If you believed the news was a fair reflection of society you would have a skewed view of reality. The same is true of the way that the media portrays leadership. Many successful leaders achieve quietly and unobtrusively. But this isn’t exciting so you don’t hear a lot about them.
It’s time to rebalance the picture – to tune into an alternative channel. That channel shows that both extroverted and introverted leaders can be successful by understanding their respective strengths and blockers as well as how to get the best from people who are a different behavioural style.
Clearly explaining what you are looking for in terms of improvement from a member of staff can save time, energy and stress for you and your staff member. The SBI feedback model is a useful tool to follow.
Unless thought has been given to what individuals or teams are there to achieve as an outcome (not the same as what they are there to ‘do’ ) a lot of time and energy can be wasted either doing things that are duplicating what someone else is (or should be) doing, or things take much longer than they need to. As a result what is delivered can often be unnecessarily complicated / over-engineered or just plain wrong as a means to deliver the intended outcome/purpose of the team or individual.