Tag Archives: Honesty
A global study from Walking the Talk, titled Managing Behaviours in the Workplace, surveyed 745 people including 189 leaders, and found that only 34% of those in leadership roles believe they are able to influence or alter the behaviour of employees.
This is despite the fact that 78% of leaders thought their organisation had adequately equipped them with the skills needed to have a positive influence on others. And despite 86% feeling confident in creating the right atmosphere to allow workers to behave appropriately. The research suggested this contradiction is due to leaders being more comfortable operating at a macro level – for example putting in place frameworks and policies – rather than dealing with the more human element of individuals’ behaviour.
When it came to who should be held responsible for employee behaviour, 76% thought leaders should always be aware of what their employees are doing, and 69% agreed that leaders should be held accountable for the behaviour of people working for them.Walking the Talk - Managing Behaviours Report
When asked at what point leaders become responsible for employee behaviour, 19% said they should always be accountable no matter what the situation. One in five (21%) thought it should start when a group of employees have behaved poorly at least once before, and 27% saw the responsibility starting when employees have behaved badly on more than one occasion.
Transactional analysis (TA) is a widely recognised form of modern psychology that involves a set of practical conceptual tools designed to promote personal growth and change.
It is considered a fundamental therapy for well-being and for helping individuals to reach their full potential in all aspects of life.
TA is based on the theory that each person has three ego states: parent, adult and child.It is a simple yet accurate means of situating our own behaviour patterns within the wider context of human interaction.
As a leader - understanding the concepts behind TA can help you understand your own and others behaviour.
To read a short introduction to TA - Click Here
Watch and Learn - Click Here
Good Feedback Is:
- Invited – ideally, feedback should only be offered on request or by agreement.
- Timed – for most people feedback is more effective when given shortly after the event.
- Positive – It is paramount to spend time commenting on the positive aspects of performance.
- Specific and prioritised – Quote the exact words or actions rather than using general statements like ‘that was fine’ and explain your reasons to the other person. Most people can only cope with a maximum of three points at any one time so be selective about your feedback even if this does cover every aspect.
- Alternatives and suggestions – After listening to how the person themselves perceives their performance, offer your views on the ways in which they might develop or improve.
- Owned – If the giver of feedback uses an ‘I’ statement, this leaves the receiver free to accept or reject a comment rather than having a view or a judgement imposed; it is a more sensitive approach for delicate issues.
When Receiving Feedback:
- Listen – focus on understanding the feedback and avoid rejecting, arguing or being defensive.
- Check your understanding – ask questions to fully clarify; for instance seek examples.
- Acknowledge the giver – Show appreciation. The feedback might not have been easy to give.
- Make a choice about what to do – You may wish to act on the feedback – or not. There is a choice. (more…)
Many of the defining characteristics needed for effective leadership -- like having a vision, integrity, commitment and resilience – are innate. Happily, another quality, as essential for success as the others, can be learned.
It is the ability to mobilise a fire-in-the-belly effort among employees to help the leader realise ambitious goals. This quality can be acquired by observing the behaviours of leaders who deploy these skills, by being coached or incrementally with "stretch” efforts by the leader to generate the needed employee commitment.
The power of the leader’s position alone cannot command enthusiasm and dedication from today's workforce. Instead, employees must be convinced that the leader’s objectives are achievable, understand that meeting the goals will provide a personal payoff and be inspired to make their own full force contribution.
To generate the needed support from everyone in the organisation, the leader has to put his leadership on parade: He must be visible, crystal clear about his message and take every opportunity to demonstrate, live and in person, his passion for his goals. Unless he shows how deeply he cares, few others will care and his plan may be seen as another flavour of the month.
Influencing is a necessary skill for anyone in business, whether a person is a manager, leader, salesperson or a member of a team.
The ability to bring others to your way of thinking without force or coercion is important in business.
The purpose of this questionnaire is to enable individuals to assess their influencing skills and create awareness of five particular styles of influencing. It will be useful for individuals who wish to identify their preferred influencing style and those who wish to develop their range of influencing styles.
It can be used as a stand-alone questionnaire or used as part of a wider team development activity.
We have all experienced the dread of attending a meeting where we know 'that person' will be there - the one that aways 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 out 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…)
Rapport is the ability to appreciate things from another person's point of view. It does not necessarily mean that you will automatically agree with them.
However, it does mean that you are much more likely to accept their feelings and be able to communicate with them easily. Equally, it will increase the likelihood that they will understand what you wish to communicate to them.
People in rapport tend to match each other at many different levels. You may have noticed that when you have been in rapport with someone that your non-verbal behaviour was like a mirror reflection of each other. In fact, this occurrence is called mirroring.