“Coercion cannot but result in chaos in the end” (Mahatma Gandhi) The trip on the metro was neither therapeutic nor overwhelming. It was just a means to an end – getting to work on time. In fact, a crowded train didn’t really provide the environment for reflection for Joe, so he found that thinking about…
When presidents play God, one is reminded of Martin Luther King’s words: “Our scientific power has outrun our spiritual power. We have guided missiles and misguided men.” Being a good leader in any context is tough – having a worthy vision, communicating with clarity, engaging authentically, empathising with compassion, providing hope, etc. One of the…
For the past thirty to forty years, much research has proven the superiority of group decision-making over that of even the brightest individuals in the group (Alan B Krueger, Economic Scene, NYT, 7 December 2000). There is one exception to this rule: if the group lacks harmony or the ability to cooperate, decision-making quality and…
“Vision helps us see the possibilities of tomorrow within the realities of today, and motivates us to do what needs to be done” Business executives often talk about wanting to get their people ‘aligned’ with the company’s strategy. The word ‘aligned’, however, suggests a mechanical picture of getting all the pencils pointing in the same…
In terms of decision-making, teams are smarter than individuals, but only when they live the qualities of emotional intelligence. All members contribute to the overall level of emotional intelligence, but the leader holds unique sway in this regard. Emotions are contagious, and it is natural for individuals to pay extra attention to the leader’s feelings…
“The development of an individual to his or her highest level of performance can be seen as a journey of empowerment” (Ken Blanchard et al, The 3 Keys to Empowerment) Coaching is about enhancing performance, not scolding team members for doing wrong or badly in the execution of their duties. The intent needs to be…
“Either we’re pulling together or we’re pulling apart” (David Cohen) Confronting a low performer should be a positive experience, one in which the idea of seeking new behaviour in an employee is seen as an encouraging prospect. All people, however, typically resist any form of confrontation, even if done in the most professional way. As…
“The power to question is the basis of all human progress” (Indira Gandhi – Indian Prime Minister) One of the most challenging skills for all managers is to ask the right questions of employees. Frequently, conversations with employees end up as being vague, directionless, or meaningless. True growth, particularly in performance, comes from structured conversations…
“The greatest barrier to someone achieving their potential is their denial of it” (Simon Travaglia) Managers have a responsibility to assist employees with performance improvement. They thus often must deal with interference – anything that stands in the way of employees reaching their potential. Interference can include avoidance by the employee of certain types of…
“Coaching: The manager’s multi-purpose tool” We all have coaching needs, particularly if accelerated growth is required. Managers all have coaching responsibilities within their respective roles. Coaching is not just reserved for professionals, however, although they can be incredibly helpful in certain circumstances. Their professional approach and practised skills make coaching sessions meaningful and bring clarity…
I was speaking recently to the CEO of a mid-sized company about the importance of leadership development, employee engagement and developing the psychological capabilities of employees. He asked why this was necessary as there were so many other pressing needs that influenced levels of productivity, sales, and profitability. He said: “This ‘fluffy’ stuff may be…
For authentic learning and growth to be realised, leaders need safe contexts to explore new lines of thinking and subsequent new practices. Frequently leaders feel unsafe, as if they are under a microscope, their every action scrutinised by those around them. As such, they never take the risk of exploring new habits. Knowing that others…
