Tag Archives: Engagement
McKinsey report that executives can thrive at work and in life by adopting a leadership model that revolves around finding their strengths and connecting with others.
They have conducted interviews with more than 140 leaders; analysed of a wide range of academic research in fields as diverse as organisational development, evolutionary biology, neuroscience, positive psychology, and leadership; held workshops with hundreds of clients to test their ideas and undertaken global surveys.
Through this research, they have distilled a set of five capabilities that, in combination, generate high levels of professional performance and life satisfaction.
The five capabilities are:
Meaning : Managing Energy : Positive Framing : Connecting : Engaging
In this video, Paul Bridle helps you understand how set measures in business can either engage or disengage employees.
Highly creative or particularly clever individuals can be a welcome addition to a team. They may be able to offer alternative perspectives or specialist skills that other team members may not have.
However, they do not always act as a team player. With such employees, it is important to enable them to work to their particular strengths, while also considering the needs of the rest of your team.
The following framework is designed to help you work with a maverick employee when you suspect their behaviour is proving detrimental to the overall wellbeing of your team. It will help you to address the issue without curbing their particular talents, damaging the professional relationship or the individual’s self-esteem.
It can be used as a coaching tool where you have identified that there is an urgent need to address a behavioural issue. It is important to note that the following process should be used on a one-on-one basis with the individual and not as part of a team session. You may also find, however, that you can apply the stages of the framework to other team behavioural problems such as poor communication.
In this video, Paul Bridle talks about whose role it is to ensure people are motivated while at work.
Successful leaders are those who can inspire their team and gain buy-in and commitment from team members to achieve the team’s goals.
Use the questions below to reflect on the leadership experiences that have inspired you and to think about what you can do to be a truly inspirational team leader.
- Think about a time when someone has inspired you to do something that you did not really think you could do, or perhaps did not want to do.
- Once you have thought of at least one example, recall the situation in detail and what the person did. Make some notes on why their approach inspired you to do what you did. Consider their style of approach, language and behaviour, and why they were particularly effective.
- Now think about an occasion where you tried to positively influence a member of your team. If it worked successfully, consider if there are any parallels with your own experience. If there are, identify a model approach to help ensure repeated success. If it did not work successfully, consider why this might be. How did the person who inspired you differ in style from your own approach? In hindsight, how would you approach it differently?
Finally, list a few simple steps that you will apply to ensure that your leadership approach stays on the right track when working with members of your team.
Conflict is a major cause of staff turnover and costs your business money.
Research shows over 65% of employee performance problems are the result of strained relationships rather than a lack of skill or motivation.
Good management practices can help you avoid unnecessary conflict and deal with inevitable conflict in an effective and professional way.
Developing a dispute resolution process can reduce staff turnover and save your business time, money and unnecessary damage.
This guide provides an overview of managing conflict in your workplace.