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How To Develop Confidence In Your Leadership Team

We all know that if we have a team of highly confident, high performing individuals, then our jobs as leaders are going to be exponentially easier, don’t we?  So why is it that it seems so hard to achieve?

I know you have probably tried delegating in the past, and maybe it hasn’t worked out quite the way you had hoped.  So what happens next is then there is an opportunity to delegate, you don’t rush enthusiastically to do that.  In fact, it is more than possible that you might have thought it would be quicker, easier and have a more predictable outcome to do it yourself.

Does that sound familiar?

Well it is completely understandable but also a downhill spiral to nowhere land. You see confidence is a two-way street.  What I mean by that is that it can be both a virtuous and a vicious circle. When you have a manager who has confidence in their team you will find that the team also has confidence in the manager.  And the opposite is also true.

Managers who do not have confidence in their team will find that their teams likely have little trust and confidence in their managers.

You might think that this situation arises naturally out of results. And sometimes that is the case.  However, the true leader is one who instills confidence in their teams BEFORE ‘they deserve’ it.

The benefits are enormous.  

Once your team has confidence in themselves and in you, barriers and obstacles seem to disappear as your team take responsibility for solving problems.  And that leaves you with the precious luxury of time to invest in the parts of the job where you can have the most impact – working ON the business rather than IN it. Developing your people and yourself.

So how do you instill confidence, especially where someone has ‘failed’ before or in situations where you have a new team or a new team member who may not have the competence to deliver on the project they want work on?

Well there are a number of things you can do.  Firstly, talk to your people so you understand their aspirations, their limitations, their current skills and their potential.  Next delegate in small steps. Make sure they have the training or information they need to complete step one, before you give them step two.

Play to their strengths.

Give people tasks or projects which make use of their natural skills or interests.  People are more likely to be able to be successful at a new task if it plays to the skills they already have or those they are very motivated to acquire.

Along with this goes an important factor.  You must be prepared to allow them to fail.  As long as they learn from their mistakes. This is a key reason why you are well advised to delegate in small steps.  If someone makes a mistake on a small step it is often retrievable and not fatal. Assign someone an entire project in an area they haven’t covered before and leave them to it – and wait for the fall out!

Praise Where Praise Is Due

It is really important to notice when your people are doing stuff right.  If you can notice and publicly praise their achievements and their progress, they will want to continue to do things that make you notice and praise them.  It’s just human nature. Don’t fudge this. Great job – won’t motivate someone the 4th or 40th time you say it.  Be specific. Let them know that you have noticed what they have actually done.  The specifics make it special.

Remember that confidence is a two way street, but a street that you, as the leader, are in control of.  You can choose to believe in your staff and create the time to help them develop their confidence in themselves and in you.  Or you can continue to do everything yourself because it’s ‘easier’. It’s up to you!

3D Leadership – dynamically enhancing the results of your business’™

At Transforming Performance, we believe that there are 6 crucial areas of Leadership: focus and direction, mindset, engagement, skills, impact and systems.

Transforming Performance can help with our Accelerate Your Business™ and Accelerate Solo™ programmes.

Jan Sargent is co-Director with Julie Hutchison of Transforming Performance, a consultancy which provides businesses with expert support in Leadership Coaching, Team Development and Performance Coaching, Executive Coaching, Mentoring, Training and Behavioural Profiling and help in getting the best from you and your people. If you’d like to have a chat and a coffee to discuss how we can help you, we’d love to talk. Call us on:

07947 823842 or 01722 484155

[email protected]

http://www.transformingperformance.co.uk

 

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What Is The Ultimate Purpose Of A Leader?

One of the defining points about being a leader – is that you help your team get somewhere they would not have reached on their own. After all, if they can do it without you, what’s the point of YOU? A leader needs to inspire, support, set goals, motivate, train, develop, communicate – all those other skills and qualities that we talk about. They must possess vision, determination, endless energy, integrity, hope, compassion, creativity. All these things are important.

But the ultimate function of a leader – the whole point of YOU – is to help people achieve things that they just would not have done without you.

Let me illustrate that with a story. A friend of mine puts here success in life down to – amongst other things – a teacher she had in primary school. This teacher was strict, but warm and clearly passionate about her job as a leader. She spotted talent wherever it lay in the kids she taught – whether that was sport, art, music, or the more ‘academic’ skills. Children were given tasks, roles, titles, extra tuition – whatever was required to push them out of their comfort zone and into new pastures. She was able to show students who thought they were hopeless, that they had worthwhile skills and were worthwhile people.

And for my friend – well she was one of 3 students that this teacher thought to be untapped academically. She believed that these 3 students were gifted and it was her responsibility to get them through the gruelling entry exams for the only non fee paying grammar school in the area. She talked to these girls about her vision, and they bought it. As a result they worked through all breaks, lunch hours and after school for several weeks. They had extra homework to do as well. And at the end of the relevant term they went and sat the exams for a full day.

Hundreds of pupils from the wider area sat these exams and only 62 students were accepted each year. All 3 of the girls tutored by this teacher passed and got places. All 3 got exceptional O and A levels as a result and all 3 got 2.1 degrees at University.

But more importantly than their results – was how this teacher made them feel. By showing them true leadership, by talking to them, sharing the vision, working hard, having compassion, pushing them, training them, inspiring them, supporting them – she took them to a place they never would have gotten to on their own. She got them into the best school in the region, and she gave them something more valuable still. She gave them belief in themselves.

So let me ask you, where are you taking your team?

Exponential Graph

All Change at Transforming Performance

I don’t know about you but I love change.  There is no growth without change.  Evolution itself is the change of one form of life into another.  Change leads to growth, and inevitably there are casualties!  So as species evolve, others die.

And that’s a bit like a business because as some businesses embrace change and grow, others fall by the wayside.

Our business has changed out of all recognition over the last 2 years.  The fundamentals are still there.  Our mission is still to help leaders grow – grow personally and also grow their businesses.  And at the heart of the training, coaching and development that we do is still The Team Performance Engine.

However, many things have changed and to reflect our growth and our message, we have introduced a few new things.

Firstly our branding is changing – check out our Facebook page and let us know what you think.  The website will shortly reflect the new branding.  And the colours have been carefully chosen by a branding expert – Sammy Blindell – to reflect our values of Quality Relationships, Excellence and Dynamic Leadership.

These values are also condensed in our model of 3D Leadership.  So, what do I mean by 3D Leadership?  Well, many Leaders are only 1 or 2D.  How we know this is that they will struggle with problems like – feeling they have to do everything themselves and working harder than all their team.

They may feel they have less quality of life and are doing more and more of the detail work that others do in a mediocre way, so they would rather do it themselves than pay overtime to have it done badly.

They may struggle to get buy-in from their teams, and experience in fighting and dissatisfaction from their employees.  They might have a high staff turnover and high sickness rates.

And that’s because there are 3 parts to dynamic leadership.  You are going to have the chance to learn more about what they are soon.  Meanwhile – let me ask you a question.

Would you like to get a whole day back a week to do whatever you want with?

If your answer is “Yes, of course”, then click here to register for our free web class for business leaders and managers, now!

We are really excited to announce that we will be holding this web class next Friday night where we will be sharing with you the key reasons as to why Business Owners are too busy and how you can reclaim a whole day in your week to do the things you love!
 
Would you like to learn how you can get your team to willingly take the burden from you?
Then click on the link now and register (max 100 places and they are going fast).
 

And remember – change is good if it means you are growing!

 

3D Leadership – dynamically enhancing the results of your business’™

At Transforming Performance, we believe that there are 6 crucial areas of Leadership: focus and direction, mindset, engagement, skills, impact and systems.

Transforming Performance can help with our Accelerate Your Business™ and Accelerate Solo™ programmes.

Julie Hutchison is co-Director with Jan Sargent of Transforming Performance, a consultancy which provides businesses with expert support in Leadership Coaching, Team Development and Performance Coaching, Executive Coaching, Mentoring, Training and Behavioural Profiling and help in getting the best from you and your people. If you’d like to have a chat and a coffee to discuss how we can help you, we’d love to talk. Call us on:

01722 484155 or 07947 823842

[email protected]

http://www.transformingperformance.co.uk

If you want to know how to deal with difficult people in the workplace then click here

 

 

attention

Are You Getting The Wrong Sort Of Attention?

This week I am coaching at an event in London.  It’s a great crowd.  But I was reminded of the last time I was coaching at a similar event and there was a very angry man in the crowd.  We will call him Bob.  Now Bob had a problem.  And it wasn’t the problem he thought he had.

The problem he thought he had was that he was not being listened to.  And he made that very clear to the staff at the venue, the coaches and his fellow delegates.  He was rude to the staff, shouted at people and complained to everyone who was in earshot about everything he could possibly complain about.

His real problem was that he was a person who had some challenges to deal with and did not have the skills to deal with them.  He needed help and had no idea how to ask for it. He was like a naughty child wanting attention, and getting the wrong sort.

The problem really was that he wanted help but wasn’t ready to receive help.  And so he was blaming everyone else for everything else, rather than taking responsibility for his own life and his own decisions.

And sometimes you come across those people at work.

Picture this.

You are a new manager in a company, taking over an established team, who have a few problems.  One of those problems is Nick, or as the team nicknamed him ‘Mr Angry’.  Nick was constantly late for work – and would arrive shouting the odds against the bus driver, the weather, the traffic.  Nick’s projects recently were consistently missing deadlines, and that would be accompanied by associated shouting the odds about the lack of time he had been given to complete the project (managements fault), another department not providing information on time (other peoples fault), or the unrealistic nature of the original project plan (back to his managers fault again).

This was a real situation for one of my clients.  And he rang me in despair.  The conversation went something like this:-

Me – “How’s the new job going?”  Him,  “Well Julie – I was sooo looking forward to this but it’s already turning into a nightmare.  One of my team Nick, is very unproductive and he also has anger issues.  He is very confrontational, and I really don’t know how to handle it.  I am thinking of getting HR involved and going down a disciplinary route.  I’ve had lots of complaints about him.  Thing is – he has been here years, and previously did really well.  I’d like to help him and talk to him and I HAVE tried, but he just gets defensive”.

After some coaching on how to handle this situation, my client managed to get Nick into a situation where he opened up about what was really going on.  His wife was quite seriously ill, and Nick was struggling to cope with looking after her, sorting out youngish teenage children, and a severe lack of sleep and concern for his wife and the future was leaving him stressed and angry.

He hadn’t ever had to ask for help before and didn’t really know how to, and was aware he was underperforming and was scared about losing his job, which was the one thing that was keeping his head above water.  He was screaming out for help, but unable to articulate that for fear of looking weak, or unable to cope (which was the exact truth).

After the conversation, my client was able to put in place measures to help Nick – from flexible hours to assigning him some admin support and buddying him up with another member of staff.  Nick was lucky – he had a manager who wanted to help.  And he got back on track work wise, which was one less thing for him to worry about.

If you have someone in your organisation who is attracting the WRONG kind of attention and you want to know more about my conversation with the client about how to get someone out of anger and into conversation, drop me an email to [email protected]

3D Leadership – dynamically enhancing the results of your business’™

At Transforming Performance, we believe that there are 6 crucial areas of Leadership: focus and direction, mindset, engagement, skills, impact and systems.

Transforming Performance can help with our Accelerate Your Business™ and Accelerate Solo™ programmes.

Julie Hutchison is co-Director with Jan Sargent of Transforming Performance, a consultancy which provides businesses with expert support in Leadership Coaching, Team Development and Performance Coaching, Executive Coaching, Mentoring, Training and Behavioural Profiling and help in getting the best from you and your people. If you’d like to have a chat and a coffee to discuss how we can help you, we’d love to talk. Call us on:

01722 484155 or 07947 823842

[email protected]

http://www.transformingperformance.co.uk

If you want to know how to deal with difficult people in the workplace then click here

 

 

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Leadership and the Art of Confusing Your People

This week has seen some interesting stuff happening in the American ‘parliament’, Congress. A proposed bill about immigration failed to get the support it needed.  That was not unexpected apparently and may not be very interesting news per se.

What IS interesting is the part Donald Trump had to play in this. 

The Republicans are divided as to how to tackle immigration and the conservatives who quite liked the legislation declared there was no point supporting it unless Trump was behind it.

Now firstly in an interview with Fox News, POTUS said he wouldn’t back the bill, only for his staff to issue a statement later that day saying he would.   Then 10 days ago he tweeted that ‘Republicans should stop wasting their time on immigration until after the elections (for more senators and congressmen/women) in November.

However, just hours before the bill he tweeted that Republicans SHOULD back the bill.

Too late.

They were confused as hell, and who could blame them.

In Order to Follow a Leader, You Need To See Where They Are Going

Maybe Donald Trump got the outcome he wanted and all the ‘support’ was fake and to make him look good.  Who knows?  But, whatever the truth behind his actions, he failed at a really BIG skill of leadership – which is clearly outlining the vision, and the actions that will get us to the vision and then being consistent in our speech and actions about the vision.

Unless your people know where you stand, they won’t know where THEY stand, and confusion will naturally follow.  Unless they clearly know where you are going and why, they can’t come with you or support you as the Leader in your vision.

The biggest example of this was probably Steve Jobs.  The initial years of Apple under his watch were highly successful and focused.  When Jobs left to start NeXt in the 90’s the companys fortunes took a nosedive and did not recover until Apple bought NeXt and Jobs was back.

What they had lacked during that time was not the skills or the technology, what they had lacked was the Clarity of Vision.  It is amazing to think that one person can have such a massive impact on a huge company.  But it is true.

And it is equally true in YOUR business.  You are the Leader.  Your primary purpose is to bring Clarity of Vision, which is especially important in these ever-changing times.  So – have a talk with yourself!  And decide.  Are you Steve Jobs in your business, or a bit of a Donald!

3D Leadership – dynamically enhancing the results of your business’™

At Transforming Performance, we believe that there are 6 crucial areas of Leadership: focus and direction, mindset, engagement, skills, impact and systems.

Transforming Performance can help with our Accelerate Your Business™ and Accelerate Solo™ programmes.

Jan Sargent is co-Director with Julie Hutchison of Transforming Performance, a consultancy which provides businesses with expert support in Leadership Coaching, Team Development and Performance Coaching, Executive Coaching, Mentoring, Training and Behavioural Profiling and help in getting the best from you and your people. If you’d like to have a chat and a coffee to discuss how we can help you, we’d love to talk. Call us on:

07947 823842 or 01722 484155

[email protected]

http://www.transformingperformance.co.u

 

 

leaving you

I’m Leaving You

No wait – don’t worry, I’m not leaving YOU.  I am referring to a conversation with a client this week.  He was talking about how he had lost a member of staff and was bemoaning the fact (in his opinion) that there seems to be no loyalty in business anymore.

“How do I get people to stay more than 2 minutes Julie?”, he asked.  

Well there is a trend in the ‘younger’ generations, Millenials for example, where their first loyalty is with themselves.  They are more interested in developing themselves then staying somewhere for the sake of it.  

Having said that there are some things you CAN do to encourage your staff to feel more a part of the ‘family’, more important and less likely to leave.
Watch this short video I created for you to explain exactly what you can do.

3D Leadership – dynamically enhancing the results of your business’™

At Transforming Performance, we believe that there are 6 crucial areas of Leadership: focus and direction, mindset, engagement, skills, impact and systems.

Transforming Performance can help with our Accelerate Your Business™ and Accelerate Solo™ programmes.

Julie Hutchison is co-Director with Jan Sargent of Transforming Performance, a consultancy which provides businesses with expert support in Leadership Coaching, Team Development and Performance Coaching, Executive Coaching, Mentoring, Training and Behavioural Profiling and help in getting the best from you and your people. If you’d like to have a chat and a coffee to discuss how we can help you, we’d love to talk. Call us on:

01722 484155 or 07947 823842

[email protected]

http://www.transformingperformance.co.uk

trump and kim

Clash Of The Titans…Or A New Bromance?

It can’t have escaped your notice this week that Donald Trump #POTUS and Kim Jong Un, Supreme Leader of North Korea, have historically met this week in Singapore.  Up until this point their ‘relationship’ has been a bit like The Clash of The Titans.  2 (self proclaimed) Gods, making lots of noise and sounding off about and against each other.  Who has the biggest sword.  

This week they have made history.  It is the first time the leaders of the two countries have been in the same city, let alone the same building or the same room.  After all the chest puffing and aggression, they both have needs that were not being met with the pontificating.   

It remains to be seen where it will lead but it reminded me very much of a situation with a client where a new manager was brought into an organisation and had to deal with some very negative anti feelings and forge a new working relationship.   

This new manager came to me when he had just moved to another company.  There was ill feeling he said, because another manager thought his ‘protege’ should have got the job.  And at first there were a few clashes with both the established and the new manager standing their ground and refusing to give way or negotiate on the (fairly irrelevant) things in question.   

The manager – we’ll call him Ken – had tried appealing with logic to the other manager – on a ‘we need to work together or it will be bad for both of us’, level.  That didn’t work.  The problem is when someone already has a negative feeling towards another person, logic isn’t going to fix it.  The emotions need to be dealt with.  

The first thing I advised him to do was to meet the other manager on neutral territory – perhaps taking him for a lunch at a favourite eating place.  Neutral ground always works best in these scenarios.  A bit like Trump and Kim meeting in Singapore.  

The second strategy is to redirect the bad feeling.  So for Ken, that was about saying – look neither you nor ! have put us both in this difficult situation, the Company did that.  I wasn’t in the meeting with Kim and Trump but I could imagine that maybe some reference was made to the past as the cause for the current problems.  

This redirects the emotion to a third party.

The next step is reciprocity and giving first.  Ken discussed that he was looking for a lead for a project involving both their teams, and proposed the ‘protégé’ of the other manager.  The role would involve the protégé being included in high-level meetings which would spotlight him and certainly aid his career ambitions.  It would also highlight the skills and importance of the other manager’s team and therefore give him some reflected glory.

By giving first – Ken cleared the way for the other manager to ‘give back’ without having to actually DO anything except for supporting the initiative – which of course he was happy to do to help his protégé.

In a similar way, Donald Trump has agreed to stop all wargames in the Korean Peninsula.  This is before Kim has actually done anything – but it clears the way for Kim to comply with The Donald’s wishes without losing face.

There is one more stage that is necessary for this strategy to work long term and that is about being clear about the relationship going forward.  The other manager needed to know that Ken valued him and his team but that he was not indispensable and that the offer was time limited.

So, the conversation went something like this “I think Ben is ideally suited for this project and I would love to have him on board.  I intend to speak to him tomorrow before the board meeting on Friday – but I need to know right now, whether you support him as the lead for the project and whether you can release the time he will need to be involved.  If that is not going to be possible I have 2 other names on my list of potential project leads and as the board meets Friday you can see the urgency.

Again, not being party to the conversations I can’t say whether this strategy was used in the meeting of the Titans, what I am sure about is that there would have been conversations about next steps and there would have been urgency introduced by POTUS.

If two of the worlds most dangerous men, and most unlikely looking world leaders, can turn their Clash of The Titans into a bromance, then it is possible for anyone!

If you have this sort of situation in your business or you can see it happening in the future – feel free to email me on [email protected]  This is just one of the potential strategies we can implement to help with difficult relationship issues at work.

3D Leadership – dynamically enhancing the results of your business’™

At Transforming Performance, we believe that there are 6 crucial areas of Leadership: focus and direction, mindset, engagement, skills, impact and systems.

Transforming Performance can help with our Accelerate Your Business™ and Accelerate Solo™ programmes.

Jan Sargent is co-Director with Julie Hutchison of Transforming Performance, a consultancy which provides businesses with expert support in Leadership Coaching, Team Development and Performance Coaching, Executive Coaching, Mentoring, Training and Behavioural Profiling and help in getting the best from you and your people. If you’d like to have a chat and a coffee to discuss how we can help you, we’d love to talk. Call us on:

07947 823842 or 01722 484155

[email protected]

http://www.transformingperformance.co.u

 

 

age

Why Age Is Irrelevant

If you had been with me and my family a couple of weeks ago, you would have been at the Arcelormittal Orbit in London.

If you don’t know what that is, don’t worry, neither did I until a couple of weeks ago.

Designed by sculptor Sir Anish Kapoor and engineer Cecil Balmond, the ArcelorMittal Orbit is one of the most striking and enduring visual legacies of the London 2012 Olympic and Paralympic Games. It offers extraordinary 20-mile views of the London Skyline. It is also the UK’s tallest sculpture.

So – there we were at the top of the building admiring the amazing views, and I was in a dilemma. I had asked my 73 year old Mother to come with us and to my complete surprise she decided to go down “THE SLIDE” with Ronnie, me Kirsty and Alex.

Well, it sounded like a good idea till we were at the top. This is the world’s longest slide which is a 40 second ride, in a sack, with a helmet on!

My stomach turned when I saw just HOW high it was and I wondered if the wider end of our age ranges should really be doing this. I mean – Mum’s a pensioner and Kirsty ONLY just made the height requirement. I was standing there hearing them both scream their way down feeling like the worst Mum in the world.

However, when I got to the bottom (having screamed just a little myself!), I found they were thrilled to bits that they had done it, they loved it and Kirsty wanted to do it again.

And this really illustrates a truth that applies in business as well as life. And that is that with a CAN DO attitude and state of mind, you can achieve anything. Results and ability mostly have nothing to do with age, gender or experience, and everything to do with your mindset.

But is attitude genetic or environmental. Well I think the right attitude can be nurtured. My 93 year old Nan was doing aerobics classes up to 6 months before she passed away. Her biggest concern when diagnosed was – would she still be able to go to her class?

So, what does that mean to you?

Well, in your business and your teams are you nurturing and encouraging a can-do attitude? Would your people go down the big slide for you without question? Would they know that they can take risks and go for it and be supported in taking those decisions and risks?

Or would they be terrified to make a mistake, never stepping up because they are too worried about what might happen, getting blamed and whether they might lose their job? I can’t answer that one for you but what I do know is that it takes something for anyone to make the leap of faith into the tube.

If you don’t think they would, what do you need to do to enable them to just do it, for your business?

3D Leadership – dynamically enhancing the results of your business’™

At Transforming Performance, we believe that there are 6 crucial areas of Leadership: focus and direction, mindset, engagement, skills, impact and systems.

Transforming Performance can help with our Accelerate Your Business™ and Accelerate Solo™ programmes.

Julie Hutchison is co-Director with Jan Sargent of Transforming Performance, a consultancy which provides businesses with expert support in Leadership Coaching, Team Development and Performance Coaching, Executive Coaching, Mentoring, Training and Behavioural Profiling and help in getting the best from you and your people. If you’d like to have a chat and a coffee to discuss how we can help you, we’d love to talk. Call us on:

01722 484155 or 07947 823842

[email protected]

http://www.transformingperformance.co.uk

trends

Leadership Trends for 2018 – What’s New?

There was a Forbes article earlier this year about trends in Leadership for 2018.  ”Is there anything new in Leadership?”, you might be asking, “Leadership is leadership, isn’t it?”

Well, I think it is true to say that there are some fundamentals to good leadership that haven’t and probably will never change.  Things like – understanding and communicating what your vision and values are, and leading by example (which was one of the ‘trends’ on the Forbes article).

However, there certainly are some trends mentioned in the article that are interesting challenges for the future and others that are possibly wishful thinking.

One of the dubious trends identified for 2018 by the author was proactively ‘elevating and retaining’ female leaders.  Well, I would like to think that is a trend but the figures, in the UK at least, for the last few years are the opposite of encouraging.  The number of women on boards may be on the rise (the majority of those NED positions) but the number of women in senior management positions fell from 21% in 2016 to 19% in 2017 according to a recent Grant Thornton report.  So if ‘elevating and retaining female leaders IS a trend for 2018 – I’m yet to see much evidence of it.

There are a couple of trends that I believe ARE valid for this year.  The first of these being the taking seriously of sexual assault and harassment reports in the workplace.  Following the Harvey Weinstein and many subsequent scandals, it is no surprise to find that more women (and men) feel able to come forward and report previously unreported incidents.  And it is no surprise that people are taking these things more seriously.

Another trend which creates challenges and also opportunities is the implementing and managing of Agile Talent.  Organisations are increasingly using a mix of consultants, contractors, freelancers, part and full-timers.  Agile talent is not just hiring a temporary worker.  Agile talent is hiring senior-level talent on a temporary (short or long term, full or part-time) basis.  And there are a number of management challenges that this brings.

Communication is key in the above scenario, as well as onboarding and ongoing reviewing of goals and results.  In other words, these people need to be treated as a true part of the team, in order for the relationship to work.  And they need to also know that they are seen that way.  The problems arise when a manager has not managed high-level agile talent before, and especially if the manager is younger and more inexperienced than the talent.  That’s a conversation that needs to be had and a clear line of communications and expectations that need to be agreed.

This is a trend which is bound to continue and increase over time.  One of the other lasting trends is “having an objective outsider”.  Management can be tough and even in organisations which have good HR, training and personal and professional staff development programs, it is not easy to always see clearly what the best course of action might be.  Having an objective outsider to help deal with staff matters, and particularly to help support and develop newer managers can ensure the success of the organisation by challenging ‘the norm’ or ‘the way things are done around here’.

The report makes an interesting read and certainly, we act as that ‘objective outsider’ in our role as Leadership developers, mentors, and trainers.

If you think you may benefit from an ‘objective outsider’ then please contact us.  An initial chat costs nothing.  Email me on [email protected]

 

 

gdpr

Flights, Fights and Data Protection Rights

Yesterday I got off a plane from our business retreat in Rhodes (yes, we did do work as well as a bit of sunbathing).  Being on my own on the flight, I had anticipated that I would write my (very boring) GDPR emails to keep myself entertained or thought I might sleep all the way back to England.

HOWEVER, little did I know that GDPR is finding its way into the most interesting of places.

At first, I had thought it was all a dream and I would wake up saying “There is no place like home” in a Gingham dress, pair of ruby slippers and that the ICO is really just an old man behind a big green curtain and none of it is real.  But hey, who knew that GDPR could become a mid-flight, near meltdown with a slightly tipsy, overly entitled woman who wanted to create problems all because the toilet at the front of the plane wasn’t working?

Now you may be thinking “what on earth does this have to do with processing personal data”.  But, as I witnessed a saga unfold, I saw the poor host fall foul of this new law as he tried in vain to calm the whining woman and get her to put on her seatbelt and turn off her phone as we taxied down the runway.  (I preferred the “chuck her off the plane” option, mind you but apparently we weren’t allowed to.

So, GDPR in action Stage 1:

PASSENGER: “I want to make a formal complaint!”

HOST: “Can I have your name please Madam?”

PASSENGER: “No – I’m not going to and I don’t have to!”  The passenger sulked.

HOST: “I need it to record the complaint” pleaded the host.

PASSENGER: “It is private”, she said, confidently, as the rest of the passengers rolled their eyes in disgust.

The host skulked off in confusion because he didn’t know what he was allowed or not allowed to do.  I thought about intervening but the only comment I felt at liberty to make (since I am not a lawyer) was to the passenger: “You have done nothing but moan since you got on this plane!”.  That went down pretty poorly though ☹ .

She continued to moan unnecessarily about everything on the flight, but it was OK because a small child screamed constantly in her ear from the next row, so I concluded that there must be a god (of some sort) to have made that happen so opportunely. 😊.

And then, GDPR Stage 2:  2hrs in to the flight (and how it comes back to bite you):

PASSENGER: “Young man, I would like to see all the details of my complaint and what you have written about me”.

HOST: “Madam, I am not at liberty to give you that.  It’s Data Protection you know!”

PASSENGER: “How long have you been doing your job?”

HOST: “It is irrelevant Madam and none of your business”

PASSENGER: “What country do you come from, I can’t understand you?”

HOST: I don’t have to tell you that. If you want information, please request it from the company as I do not have to give it to you!”

PASSENGER: “Yes you do, it is my HUMAN RIGHT”.

HOST: “No madam, it is not, you have no legitimate right!”

…And the rest will be resolved by the complaints team (hopefully).

And what a mix up.  Nobody really won, and it got very ugly. I doubt she will ever be allowed on one of their flights again, but he will never get in argument with a drunk passenger again either.

So, what did they learn (and me).  Well, it just goes to show that our data means a lot to us and that we don’t want to give it to the wrong people. But it also hit me that there really are times when it is good to give our details too.  What is important is to always try to do the right thing and to do it in a nice way.

 

So, as I write this blog, I am reminded – some things are not worth fighting over (the broken toilet) and that we ALL need to be mindful about what we do with people’s data.

One thing it did do though was to make Jan and I look carefully at our stuff and be clear on who we are contacting and making sure they are getting value from what we send out.

If you opt in for our stuff you can be sure that your data is secure / we never send you stuff you don’t want or haven’t asked for / you will get value from our stuff.   We are also always happy for you to contact us to ask any questions and share your experiences as a leader in your business

By the way – if you want to read our GDPR compliant privacy notice you will find it here: http://www.transformingperformance.co.uk./privacy-notice.

It is a shame that GDPR will not to stop the plethora of nasty (criminal) spam emails that are sent every minute (as they don’t care one jot about information security, as you can imagine) … and will ironically, mean that your inbox, like mine, is receiving even more emails from companies you were previously happy to receive emails from and still are.

Best wishes,

Julie – the “Mid-Air Mediation Expert” (and Jan – the one who would tell me off for getting involved).

PS I was happy to very happy to give the host my details as a witness to what a right pain in the rear end she was and that he had done nothing wrong!

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Julie Hutchison is co-Director with Jan Sargent of Transforming Performance, a consultancy which provides businesses with expert support in Leadership Coaching, Team Development and Performance Coaching, Executive Coaching, Mentoring, Training and Behavioural Profiling and help in getting the best from you and your people. If you’d like to have a chat and a coffee to discuss how we can help you, we’d love to talk. Call us on:

01722 484155 or 07947 823842

[email protected]

http://www.transformingperformance.co.uk