Tag Archives: Engagement
In this video, Paul Bridle explores the question "What is the difference between being a leader, and leadership?"
In this era of massive information, the latest technologies are transforming the way people work and live. Emotional fitness coaching, as set down in Warren Redman’s book, is a piece of new technology that enables leaders to do exactly what the title says.
This book is a good, easy to use, interactive guide to emotional fitness coaching. It is very timely in answering the needs of modern professional life. Warren Redman is an award-winning author, counsellor and emotional fitness coach with a wealth of experience in manufacturing and commerce management. He is a leading developer in the science of emotional fitness and founder of the Emotional Fitness Institute.
Redman defines emotional fitness as, first, the ability to bounce back from the latest setback or challenge. It is a series of mind habits you can learn which make you stronger and more resilient. Like any kind of fitness, the more you practice, the better you get.
The book lets you create a workout plan for your emotional health. The exercises outlined in it are about developing so-called “soft skills” for leadership and management.
The book is framed as a narrative, with a newly-appointed manager receiving emotional fitness coaching. Readers follow the manager’s experience with the coach while completing exercises themselves. They are taken through various situations and the process of identifying a problem, developing a reaction to the problem and creating a solution. There is space included for readers to record their own reactions to the problems outlined in the narrative. This interactive way of presenting things is one of Redman’s real strengths as an author and coach.
This activity is designed to help individuals reach a better understanding of their most significant personal values.
It can be used by an individual or as part of a team development activity.
Line managers are key to reaching all levels. But how can you engage with the engagers?
“Without them there is no engagement.” So says Cary Cooper, professor of organisational psychology and health at Manchester Business School, on the importance of line managers to employee engagement.
It’s a strong statement, but one many others wholeheartedly agree with. “There is nothing more important. I don’t think it’s possible to engage others if the line manager is not engaged,” says Julia Murrell, director of people and development at Firmdale Hotels. “People work for people.”
And yet when it comes to line manager involvement in engagement, Cooper points out: “We haven’t cracked this yet.” To help crack this most difficult of nuts, HR magazine rounded up the 12 steps to engage line managers in engagement once and for all.
Recruit on interpersonal skills: The first hurdle is getting the right people in the first place, says Cooper. “Line managers are not selected for their social interpersonal skills," he laments.
This comes down to wider confusion around job descriptions, explains Charmi Patel, associate professor of Human Resource Management (HRM) at Henley Business School. “A lot of employers, especially for management roles, talk about the role’s responsibilities but forget about skill sets,” she says. However, Corina Forman, HR director at courier APC Overnight, caveats that recruiting a manager with perfectly attuned interpersonal skills isn’t always possible. “It can certainly make life easier, but sometimes you need someone with exceptional technical skills and they haven’t had the opportunity within their career to develop [interpersonal skills] yet,” she says. (more…)
We have all experienced the dread of attending a meeting where we know 'that person' will be there - the one that always manages to press the wrong buttons.
When dealing with difficult people, stay out of it emotionally and concentrate on listening non-defensively and actively. People may make disparaging and emotional remarks - don't rise to the bait!
When dealing with difficult people, it is important to keep the emotions in check and concentrate on listening non-defensively and actively to what is being said. People may make disparaging and emotional remarks - but don't rise to the bait!
Here are just eight reminders to help you overcome these difficult situations.
Don't Get Hooked !!! (more…)
Success requires that you believe in yourself 110 percent, 25 hours of every day.
For some, this belief comes naturally. For others, it must be learned and can take years of practice. Here’s how these billionaires, icons and world-class performers accelerated the process of developing an unshakeable self-belief.
1.Win in Your Mind First: You might be naturally confident, but enormous obstacles can shake faith in your plan and personal competence. To inoculate against the negative impact of inevitable obstacles, shore up your commitment with a crystal-clear vision of what victory looks like. It might be getting the Navy SEAL Trident, losing 60 pounds, launching a new product or raising funding— anything significant to you. Revisit your vision through daily visualisation and box breathing (inhale, hold, exhale and hold for four seconds each).
This process of “winning in the mind” develops the courage to overcome any challenge. You’ll confidently find victory in daily small wins with grace and humour until the mission is accomplished.
- Mark Divine, retired U.S. Navy SEAL commander, founder of SEALFIT, Unbeatable Mind, and The Courage Foundation; New York Times and Wall Street Journal best-selling author.
2.Uncover the Cause of Temporary Disbelief: Examine your strengths, limitations and the reality of your situation honestly every day. Some days you won’t believe in yourself, and that’s OK.
But if you can unpack and see where that temporary disbelief is rooted, you’ll identify what’s needed to move forward: a change of strategy, a talent you need to hire, some information you need to collect or verify, or something else. Relentlessly moving forward ultimately leads to success, nothing more.
—Danae Ringelmann, founder and chief development officer of Indiegogo.
As a leader, your every behaviour can be under scrutiny from your direct reports, your peers, key stakeholders etc. You need to make sure that what you do and how you behave does not alienate people, or undermining the commitment and effectiveness of your team.
You need to make sure you are aware of behaviours - whether strengths, weaknesses or leadership style - that could derail your leadership position.
This checklist takes you through a reflective self-assessment of how you think you work with your key contacts and enables you to produce a development plan focusing on improving any derailing behaviours you may have developed.