to the Altris Blog

‘Can’t Do’ Attitude

Resistance to the new is the challenge that leaders face every day when they are trying to change the way their organisation operates.How you respond to this is largely what makes you a leader. Its your role to keep the organisation moving forward, to introduce new concepts, to promote new approaches and drive new strategies. Thats why you are a leader. But the test of your leadership is how you do it.

Making time for leadership

Isn’t it interesting how often we hear people say, “I would love to do that, but I don’t have time”.  Relating this to the leadership world, making the time in spite of many competing priorities differentiates OK leaders from great leaders and from exceptional leaders. I read a quote recently, “Time is the most important… Read more

Five things on our santa list

Its been a tough couple of years in the far south and many employers will be heaving a sigh of relief that they have got to the end of 2011 intact, so here are five things that we think they might like to have neatly gift wrapped in their Christmas stockings.

Don’t just sit there, do something

As a leader of a tempestuous team, you could be forgiven for expecting an independent and expert team coach to ‘sort’ team dynamics by way of a team-based intervention.
Your role as the leader, as well as the clarity with which you handle your team after the intervention, can make a big difference to the sustainability of the intervention.
So as leaders expecting changes from a team-based intervention that you haven’t directly been a part of, here are some tips post-intervention you can use in discussion with your tempestuous team:
1. Get clear on the outcome
2. Get clear on your role
3. Set expectations
4. Get them thinking for themselves
5. Have an agreed Escalation process
Escalation processes are often not part of the picture. Yet they are critical for a team whose members are expected to ‘sort it out’ themselves.
As leaders of a tempestuous team, our role as a leader does make a big difference to the sustainability of the intervention. And we sometimes don’t use it to our full advantage.

Key Person Cover

Create a personal disaster recovery plan that can be invoked in the event of an illness or accident causing you to be unable to work for a period of time. The plan provides all the relevant information needed for someone to cover for your role in your absence.