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
We have asked you what would be useful for you to receive and we have listened! It seems the topic of transitioning out of and back into work is again very topical and of interest to many of you. This transition (on and off the career track) is one of the areas that parents and… Read more
There is tremendous pressure on organisations these days to have engaged staff and good engagement scores. I’ve sat through a number of sessions on the topic and seen some leaders having conversations with their teams about engagement and I understand the frustration it can cause them.
I have a simple mantra that I like to keep in mind and that is ‘Engaged teams aren’t necessarily high performing, but high performing teams will be engaged’, so I thought I would explore that a little here and share some observations on engaging in engagement..
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.
As leaders, we invest time and energy in learning and applying new skills, but do we ever ask how those receivers could help us? For example, if I want to be a great leader-as-coach, I need to become really clear on the specific behaviours that I want to put into action, for what kind of situations, what reinforcement I need, as well as the benefits staff can expect. And then, I don’t keep it a best kept secret. I make all of this transparent with my staff. Anecdotal evidence for the benefits of this approach are refreshing and help make the learning, stick further.