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sunbeds

Postcard from Rhodes: Duel at Dawn Over Sunbeds……

We are currently working abroad. In Rhodes, in fact. We had allocated time out for our regular planning week and this time we decided to remove ourselves from the normal day to day distractions of households, computer systems that go phut  (apparently we have the fastest broadband but it regularly goes so slow I could walk faster…) and the other normal business demands, so that we could fully concentrate on our business’s plans and focus on our work with our coach.

So here we are and we thought we’d work by the pool. OK. I’m not showing off – honestly – but it IS great being able to work ‘virtually’ at times. Anyway, back to the story.

You know that thing where people put their towels on the sun beds at very silly o’clock in the morning to reserve ‘their’ beds? Sounds logical. Kinda. Ok well it doesn’t really. And especially not when those people then leave those towels on empty sun-beds for hours and don’t show up. Unfair.

And if there’s something we Brits like it is fairness. And, on top of that, it is also against the rules of the hotel, who are trying to stop the phenomenon of swathes of towels on empty sun-beds for hours on end whilst others wander aimlessly around looking for somewhere to sit.

It’s not that you want to be all officious and righteous. It’s very annoying when people start quoting policies and rules at you. Especially on holiday!  And, actually, if people had just quickly popped for a comfort break or a light lunch you wouldn’t mind but when they “bags” those sun-beds for more than 3 hours and don’t show up it begins to grate a bit. At least it did for us.

So, we decided to do something about it and we respectfully removed their sun-beds into another spot and put ours in their spot which was nicely shaded and by the pool. A further hour or so later they turned up and there was a ‘chat’ about this being their spot.

We explained our position and one partner accepted it, the other was a little more huffy. We were very polite and still stuck by our guns. In the end, they both accepted what was and that they had bent the rules and come unstuck.

And that’s part of leadership isn’t it.

People are watching us as leaders all the time, even when it doesn’t appear like that. If we don’t care and don’t do things right then neither will they. If we don’t call people out for poor behaviour then neither will anyone else, and it will just continue.

Sometimes we have to do a thing which is uncomfortable – even a bit scary – and we know that there’ll be some kind of confrontation but, if we are to ‘model the way’ to those who follow us and set the tone of our company’s culture, then the tough thing has to be done.

Is there something tough in your business that you have had to do recently – or you need to do and need a bit of support with?  We’d love to know.  Email me at [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.

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

brain-512758_960_720

The Rule of Brian

Yes – I did say the rule of Brian NOT the Rule of Brain (isn’t that a horror story?), or The Life of Brian.  And NO – I have not finally lost the plot.  Let me explain.

We were with friends of ours at the weekend – and we were talking about an old friend called Brian.  We were talking about whether one of our friends should change their morning routine now that their child had changed school and was nearer – and therefore needed less time to get there in the morning.  Our friend said that she felt it was mean to make him get up at the earlier time now he didn’t need to, and someone said – “Remember the RULE of BRIAN!”.  “Of course,” we all said, “the rule of Brian – it makes perfect sense”.

But what IS the rule of Brian?

Well – our friend Brian – when he had small children – had a rule (which became known as the rule of Brian.  And it was this.  If everything is going smoothly, the kids are behaving themselves and that is giving you a bit of peace and /or sanity – DON’T CHANGE ANYTHING.

He rightly observed, that if you upset the equilibrium at that stage, anything was likely to happen and the resulting chaos was entirely your own fault.  On that basis – if our friend left the wake up time exactly as it was, her son was used to waking at that time, and it would just mean he had more time for breakfast or the walk to school.  Why upset the applecart?

And that’s a bit like work.

I was with a client the other week, and we were talking about the impact he realised he was having on his business.  He would go into a department – poke his finger in, offer suggestions on ‘how to do it better’ and end up messing everything else, because they didn’t really need his help and he had just created a load more work that didn’t need doing anyway.

He figured that the reason he was doing it was because he was starting to feel a bit redundant in his own business. And I congratulated him.  He looked bemused until I explained that meant he was doing a great job!  Your ultimate job as a business owner IS to make yourself redundant because THEN (and only then) do you really HAVE a business.  Up to that point you are just self employed with a few people working for you and the worst boss in the world (that’s yourself).

The rule with ‘helping’ as a boss is – find out if they NEED any help first.  And if they do not, if you ‘walk into the room’ and everything is going well, just stop, reverse and tiptoe your way back out .  Because the Art of Leadership, is that your people do what they have to do without you having to ask, or get involved.  Sometimes less is more!

Can you think of a time when you have poked your nose in when you didn’t need to?  Have you got that situation now – or the fall out from it.  Or are you longing for the day when you won’t have to poke your nose in and they will just get on with it?  If you need a chat about how to make that happen email me on [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

 

difficult situations

How to Deal With Difficult Situations 

Recently a client asked me a question.  Without revealing the exact detail, the question boiled down to this…’How do I deal with difficult situations’ by which they meant – difficult people.  

Well, there are a number of strategies we use to help our clients – leaders in their own or someone else’s business – to deal with exactly these situations.  

The first thing you must do is think about yourself.  And I say this from 2 perspectives.  Firstly – how you view something is how it will be.  What I mean by that is – if you view a person as ‘difficult’ then it will affect how you look at them, how you react to them, how you feel about them and ultimately your behaviour towards them.   

It’s a bit like looking at a mountain you have to climb and thinking – ‘Oh God – that is going to be hard’ or looking at it and thinking ‘Wow – there is going to be an AMAZING view at the top, I can’t wait to see it’.  Do you think the climb would feel very different to two people with those 2 thoughts?  You bet ya!    

So – think about how YOU are thinking about a situation and see if you can reframe it into ‘I wonder what this person needs from me to help them?’ or ‘How can I better understand this person?’.  

The other perspective I want you to look at yourself from is this.  If you seem to have a repeating problem.  If this behaviour is not just from one person this time, but you have constantly come up against this same kind of difficult situation then you need to carefully look at YOURSELF and what YOU might be doing to create or attract this scenario.   

For example – I have a client who is a perfectionist.  He is a really lovely guy who cares passionately about providing the best possible experience for their customers, and their staff.  The problem is – nothing is ever good enough.  Nothing is as good as HE would do it.   And therefore, when I first started to work with him, he had the perception that none of his staff were capable and that he had to do everything.  

Turns out that had been a pattern in all his previous jobs before he became a business owner too.    

“Hmm”,   I thought !   

When I gently pointed out to him that he had hired some pretty impressive people with pretty impressive CV’s who clearly had – in the past – been able to do stuff and asked him why he thought they couldn’t now, he began to outline some examples.  As we talked it through, he started to see a pattern in HIS behaviour which, over time, had stopped his people from even trying.  They knew he would think it wasn’t good enough – and so they left all the decisions to him.   

This created a paradox.  He wanted his people to take more responsibility and make decisions, but his behaviour was having the exact opposite effect.  And so – now rather than seeing his team as ‘difficult’ he was able to realise that his team were not difficult at all.  They were behaving exactly as he had programmed them to behave – so if he changed HIS approach, their behaviour would change too.  HE was the difficult situation! 

You see it is all about managing yourself so you can get a better outcome from others.   

Now clearly all situations are different.  Perhaps you are not repeating my clients mistake.  However, the principle still applies.  Think about what the other person / people need to help them, and that starts with deciding how you can think about the situation differently.  You see – it’s all about perception.  Your perception of the situation.  Your staff’s perception of you.  Your OWN perception of yourself, and of them.  If you want to change your outcomes, you need to change your actions.  And in order to change your actions, you need to understand and change your perceptions.   

Easily said, but not so easily done I agree!   

If you need someone to have an objective look at your ‘difficult situation’ why not sign up for one of our 3 free monthly strategy sessions with myself and Julie by emailing me at [email protected]  We’d be happy to help you reframe what is going on for you, and develop a plan to more effectively deal with it.   

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

 

 

intrapreneur

Creating The Future Through Intrapreneurs

I was in the petrol station this morning, when I overheard someone bemoaning their workplace, in a half light hearted way. The parting phrase was – ‘Things will never change’. And it got me thinking….

Why is it that some things never change, while other things seem to be changing at the speed of light?

Maybe you have wondered why so many people seem to just accept the status quo, or actively fight to KEEP the status quo. You have probably heard someone say at some time “That’s the way we have always done it”. It’s painful to hear that, especially when it is stated with the underlying tone of “and that is never going to change so don’t even try”.

I remember back when I was in the police – a bunch of pretty strong dynamic people who catch criminals (or maybe not if it was me running after them!), that things were the same there. A great new initiative or idea would be talked about but it wouldn’t get past first base, and even as an Inspector later on, it was like wading through mud to get things changed, even if it was clearly for the better.

And I can see this is true in most big organisations – and more so in the public sector.

But this is not a good thing – and anyone looking in from the outside can see that. The problem with this desire to preserve the status quo if that nothing changes, nothing moves on. And what’s wrong with that? Well, if everything is changing around you and you DON’T move and adapt with the times, then, eventually, you die.

As a business owner for the last few years, the difference in attitude I see all around me is massive. Entrepreneurs are people who make things happen. They are about continual improvement, movement, growth.

And when you get this same spirit in a larger organisation, it is identified as “Intrapreneurialism”. And this spirit – which is what starts things off and gets things moving, is so often stifled and discouraged.

A client of mine – a sales company – back in the day – had a particular way of working which involved locating the sales team in a geographical area for weeks or months, and then moving them to a new area when a new campaign started. This involved finding offices in the area, putting in phone lines, and kitting the office out, and putting up the staff in hotels for the length of the campaign, so that the sales managers could gather all the order forms every day, collate figures and send them to Head Office.

A new regional manager arrived, who suggested they bin the office and expensive hotel costs and work from home.

Well, there was nearly a riot. Admin said they couldn’t possibly do that as they were used to getting ALL the paperwork from one team once a week in one big envelope, hand delivered by the manager. The sales manager said they couldn’t do it as he needed to see his team every night to motivate them and keep them on track. But the regional manager persisted.

Authorisation was given to trial it on one team. The regional manager picked a very stable established team and they went for it. The world didn’t explode. They actually found results were slightly better, because the sales team were able to go home at night and switch off thereby having more energy for the day ahead – albeit some had a longer drive. The admin staff found that it wasn’t too hard to open a few more envelopes a week and actually it spaced their work out more so it wasn’t a mad rush on a Friday. The Managers/team leaders found that they had more time to look at the figures and plan their weeks better. And Head Office found that they were quid’s in – with a significant cost eliminated from the business.

Now some costs increased as more training was needed for teams with newer members of staff and weekly get togethers still required a bit of room hire. But overall productivity and morale improved, and the team were ahead of their competition when the internet hit not long after and working from home became a ‘thing’.

So, what is it we are scared of? Why is change scary? Is it because we think it will be more work? Or are we worried it might not work and we will be worse off than before?

Whatever the reason, the only good reason to not change is where the change does not make sense and is not in line with the business values. For example, if a company was to decide to only deal in Bitcoin for sending and receiving payments right now. It is not widely accepted, many people and businesses don’t have it, and that would make life tough for a business to implement successfully. But the same could have been said about PayPal 15 years ago. The companies who adopted PayPal as an option early on, found their business benefitting more than suffering.

Companies who do not encourage Intrapreneurialism risk downfall. Innovation and responding quickly to change are all the more important in this fast-changing world.

So, I invite you to look around and ask yourself the question – do we have any Intrapreneurs here? How can I encourage them and enable them to grow and step up and lead, for the future of my business? I’d love to hear your thoughts on what you do to encourage the intrapreneurs in your business. Email me on [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

The 2 Minute Guide To Less Work And More Play

 

 

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

hen

Battery or Free Range? 

I was in the supermarket last week, and I was thinking how confusing the egg labelling is.  You know what I mean?  What is the difference between Free Range, Organic, Cage Free, Barn Eggs! What’s the difference?  

Barn Eggs sounds nice doesn’t it?  Well, maybe not.  Barn hens are kept in a ‘barn’ which may not be the romantic notion you have in mind for a barn – you know – lovely big wooden building.  Well, all barn eggs means is that hens are kept in an enclosed space and never let out.   

They get a massive 15cm perch space each (6 inches).  Have you seen the size of a hen?  They look bit bigger than 6 inches to me.   
Free Range – means they have more space in the hen house and a certain sq footage per hen outside, but it is up to the farmer how accessible the outside is so some hens may never see the green grass of ‘out there’. 
  

Organic free range is the way to go – but of course, it is more expensive.  But in organic farms, the hens have more space again, the flock size is controlled, they are totally free to come and go as they want during the day, and they are fed organically too. Oh, and they don’t have their beak tips trimmed.

Now the thing is with the hens – that whatever way they are kept, they still have a job to do.  They still have to lay eggs, otherwise they are no good to the farmer (except possibly being sold as your Sunday roast).  

However, the eggs they lay can vary greatly.   


Think about it – if the hen is stressed, has been in fights (due to lack of space), is fed poor or mediocre nutrition and never gets a chance to run around – do you think those eggs will be as big and full of nutrients as the free range organic hens, allowed to come and go as they like, not stressed, not overcrowded, no antibiotics and fed ‘proper’ food and allowed to forage.  

Stands to reason that the latter are probably ‘better’ eggs.   

And it is the same with people.   

Are your teams battery hens or organic free range?  

Are they allowed to roam free?  Are they given space to make their own decisions, and not pecked by micro managers?  Are they working in pleasant surroundings – or crammed into a soulless office with no windows and too many bodies?  Are they allowed room to make their own decisions or kept to a strict set of (someone else’s) rules.   

The thing is – either way – they have to produce.  Their job is to ‘lay those eggs’.  But would you rather have results that are produced because they HAVE to be, which are mediocre at best?  Or would you rather have better than average results that anyone would be proud of?   

Would you rather have bickering and in fighting in the team because everything is so tightly controlled that they are more worried about ‘not being the worst’ and potentially being hoofed out, than in being the best they can be?  How can people even begin to be the best they can be, if they are treated like battery hens?  

Tell me – which eggs do YOU prefer?  

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

 

right

Is Doing The Right Thing Always Right?

Or asked a different way – is it ever right not to ‘do the right thing’?

It’s a question I asked myself recently, having watched a business contact wrestling with some ethically and morally ‘off’ behaviours within their business. They were struggling to deal with it. There was fear at having to actually confront the behaviours; after all, confronting such things is never easy. There was fear at what the potential outcomes might be. Might this provoke an unwanted resignation?

And yet…..

Leadership is Hard

Sometimes it’s hard to be a leader – your team or colleagues are human after all with all the frailties and vices that brings. Being a leader can often be fun, motivating and satisfying. It can also be a challenge.

Difficult and painful decisions have to be made and even though a leader might wish they didn’t have to make that difficult decision or could ignore the painful action – the truth is, if they want to maintain that respected and inspiring position sometimes, those tough calls have to be made.

Leaders have to take into account how others feel; the effects upon a business and deliberate other pros and cons of their decision-making. And yet. Sometimes it’s just not easy. People are going to be upset and some people may strongly object, but we still have to do ‘the right thing’.

Leaders set the tone of an organisation. They create the culture of that business. They ‘model the way’. They set and maintain the standards that they and others should achieve and live by.

And therefore – if they start making decisions based on expediency over what is ‘right’ and, for example, put money over ethics then things are going to start to go off track.

The media recently has been filled with leaders within businesses who thought that ‘small’ deviations from doing ‘the right thing’ wouldn’t make too much difference. After all, most of us like to think we behave well. It’s other people who behave badly or make questionable decisions, not us.

But we’re all capable of turning a blind eye, letting something go, just this once. Maybe today you are ‘just too busy’ to deal with it. Perhaps – it would be better to think it over, but the next day, the moment has passed and it seems ‘silly’ to upset the apple cart and drag up this minor issue.

But all too soon it becomes a worm at the heart of a business. Slowly eating away at the heart and turning it rotten.

I was doing some research recently for some training I was delivering to a group of aspiring leaders and I was looking for companies who’ve got it wrong. We’ve heard of many of the names who are as famous now in a very negative way, as they once were in a good way.

Enron; Arthur Andersen; BP; Uber; Miramax; Volkswagen; Barclays and Deutsche Bank; Hewlett Packard… the list goes on. And one that really surprised and shocked me was Rolls Royce. Because, I mean, they are Rolls Royce! The height of luxury and steadiness.

If you buy a Rolls Royce it means you are a certain kind of person, and the car you drive is as reliable, sturdy, and tasteful – as the person who drives it. But they’ve recently been fined for bribery and corruption. Just terrible.

Turning a blind eye is always worse than doing something. Not speaking up is rarely good. I mean, we are not talking about a little white lie here in response to your sisters question of whether she looks fat in this dress. (And to be a good sister – if she does – you should tell her!).

No – here we are talking about overlooking someone dropping the ball on the job, or using inappropriate language to a colleague or being rude to a customer. The rot sets in. By saying nothing you are actually saying – that’s ok, or if it’s not exactly OK – it is not that big a deal. And so the boundaries push out a little, and then a little more, until you have Barings Bank on your hands.

A leader has to have the courage to do something that is ‘the right thing’ to do. Because if you don’t – how can you expect anyone else to? Insisting on others also doing the right thing is vital to keep a healthy and positive culture. But you can only do that by setting a strong example.

Because doing the ‘right thing’ IS ALWAYS the right thing to 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.

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

Assume The Position

Assume The Position

OK – This is the last blog that will mention my Strictly Come Dancing experience – I promise!  Well, for now anyway!  And there is a reason…

Firstly – there is a video that I posted today – the link is somewhere on this blog – so if you want to actually look at me and Ronnie making muppets out of ourselves – feel free to watch.  Actually, I think we did pretty well.

But the specific thing that I was thinking about earlier when watching the video was when we first went on stage.

Because rather than walking on stage and then starting to dance when the music came on we elected to Cha Cha Cha our way onto the stage ..darling (as Craig would say), thereby ‘assuming the position’ of being dances from moment one.

You see, sometimes in business – or in life – we have to do something which makes us nervous, something that is totally OUT of our comfort zone.  And – you will have heard the phrase – Fake It Till You Make It?  Well, I don’t totally go along with that.  If you are faking confidence about something you have no confidence about that’s called – old school sales.  No seriously, it isn’t a good idea.

Why Shouldn’t You Fake It Till You Make It?

When you are faking something people can tell.  What you can do though is ‘Assume the Position’.  You can be the best manager/project leader/dancer you can be.  You can act as you would if you WERE the best dancer/manager etc and you can BELIEVE that you can be the best that you can be.  And that’s better than faking it.

Because if you fake it – the chances are people will see that you are faking it and lose trust in you.  If you ‘assume the position’ it means you are trying hard to be the best you can, not pretending that you are already there.  People will see the effort and appreciate the intention, rather than feeling disappointed with the unmet promise.

So – the next time you have a big challenge at work, or you have the opportunity to get involved in a project that you think is ‘beyond’ you, rather than fake it take these simple steps.

  1. Decide if this is something you really want (you CAN always say O you know).
  2. If it is – look at how realistic the timescales are on what needs to be learned and done and if necessary – renegotiate the timescales.
  3. Decide what help / training / coaching you need to achieve the said goal
  4. Go for it – with passion, enthusiasm and a plan.

OK – you may have never done it before, but if you are confident and planned in your approach then you will instil confidence in others, without having to over egg the pudding!

And that’s what we did.  We decided it was what we wanted, we were ok with the timescales, we got help (a great teacher) and we planned the time iin to learn and practice our new skills. Finally we went for it – with passion, enthusiasm and in a planned way.

Now – if you watch it here, you will see we are no Torvill and Dean, but we did ourselves and our teacher proud, we enjoyed it, we raised a lot of money for charity, and – I think – we have potential.  Could we have done better – sure we could.  But did we do a ‘good enough’ job on the night – without trying to pretend we are the best dancers in Salisbury.  I think so.

I’d love to know what you think, and what things you have done recently – or are planning to do – that will take you out of your comfort zone in life – or in 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

Leadership and the Oracle At Delphi

Leadership And The Oracle of Delphi

At the weekend – I was having coffee with some friends and the subject of Greek mythology came up (as it does!), and specifically the Oracle of Delphi, otherwise known as The Pythia.  She was the High Priestess of the most important Temple of the Greeks, in Delphi, and her Leadership of the Temple was critical to its importance.

I don’t know how familiar you are with this piece of mythology but apparently ‘the Delphic Oracle was the most prestigious and authoritative oracle among the Greeks, and she was, without doubt, the most powerful woman of the classical world’ (according to Wikipedia).

She ‘handed out’ prophecies which were taken very seriously and followed by huge numbers of people. It has been said, though, that she was standing close to some chasm and that the gases emerging from that caused her to speak in fantastical terms. Her priests would then translate her words into something meaningful for others.

Other historians disagree and say that the oracle spoke intelligibly, and yet others say that depending on who was chosen and their level of literacy would depend the involvement of the priests.

My brain can sometimes work in mysterious ways (according to my children, anyway) and I thought about how this was a bit like being a leader in a business.

You see – Leaders need to be able to translate the Vision. Don’t they?  Whether that is the Leader of the organisation translating their own vision into something everyone can understand.  Or whether it is a Divisional Manager or Team Leader, who needs to translate the vision of his or her boss into a specific roadmap for the team to follow.

Leaders also need to be able to inspire – as the Oracle did.  When you asked the Oracle a question, you accepted the answer however different it might be to what you hoped to hear.   Leaders need to do that too.  They need to inspire their people to sometimes move in different directions form the one they thought they were going in, or wanted to.  A great Leader will be able to inspire that trust in their teams.

And leaders definitely need to be able to articulate their values and thereby attract people with the same values.

A very important and often overlooked part of the recruitment process of any business must be for the Leader to determine what the values of the organisation are and then ONLY hire people with those values.  It is when the culture match is not right that the hire goes wrong (however great the skills, experience or job history of the CV seemed to be).

I guess one of the benefits of being a Leader in a business, and not the ACTUAL Oracle of Delphi – is that you can learn to do all of that without the need for breathing in strange vapours, or standing near dangerous chasms!

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

Ronnie and Julie (1)

You Are The Winner!

Well, I would love to tell you those were the words Ronnie and I heard when competing in Strictly Does Salisbury last week.  But sadly not.  We did however get a 9 from Kristina Rihanoff which was worth it’s weight in gold.

However, I honestly wasn’t the least bit disappointed – the winners deserved the win, but actually we were all winners.  Not only did we raise a whopping £16,500 for the Salisbury Hospice Charity and the Southern Spinal Injuries Trust – which was fantastic but we had a “win” on many other fronts.

Probably the best aspect for me personally, was that Ronnie and I spent ‘quality time’ – hate that term but can’t think of another!  We had to make the time every week to learn with our teacher, and also to practice on our own.  We learned a new skill for sure, but it was so much more than that.

We laughed – I mean really laughed – at ourselves – which is always a good thing!   And we reconnected in many ways.  Life gets very busy doesn’t it when you are holding down a job/running a business, raising kids, walking the dog, spending time with elderly parents and trying to find time for friends too!

Sometimes our week is like – divide and conquer.  You do this, and I will do that and between us we will get everything done. However, that can make you feel a bit separate can’t it? So to do something both together at the same time was fantastic.

And also – it illustrated the power of leadership.  In every situation in life there needs to be at least one leader and one follower.  In this specific instance – I was the leader (well actually our teacher was the real leader) and Ronnie was the follower.  At one point he actually thanked me for dancing with ‘a cardboard cut out’.  He wasn’t that bad or we’d never have got a 9.

And I reflected how much like business life that is.  You definitely need a leader – someone who creates the direction and gives you the skills, knowledge and confidence to go off down that direction and make it work.

You also need to connect with your team as a leader.  Sure there are many times when ‘divide and conquer’ the workload is appropriate, I mean, different people have different skills and should use those where they are best placed.

However, it is also important to have times where you come together as a team and connect, and have fun.  Laughter is very bonding!

And – if your team can know that what they are doing is benefitting the wider community – whether that be the wider community at work or the actual community you are part of as a business – then studies have shown that they will pull the stops out that little bit more.  That’s why supporting days like Red Nose Day – or Jeans for Genes – are a great idea at work.  They create fun, bonding and a sense of greater purpose.

And the last ‘lesson’ I really took from this is that there are times when a collaborative effort in terms of decision making is great.  Many minds can solve a problem quicker and more effectively.  However, there ARE times when the troops are floundering, where they don’t know the answer and the leader just needs to step up and say “It’s OK. You’re OK.  We are going this way now, follow me.”

So, my question for you is – where are you injecting some fun and bonding times with your team, and where are you needed – to step up as the leader, and lead?

Thank you for sponsoring me for this great cause.  Let me know how I can return the favour!

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