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Tag Archives: People



In this Thoughts on Leadership, Paul Bridle talks about knowledge within a business and asks if you are someone who looks to work with others or if you just think you're right all the time?

 


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Receiving effective feedback, both positive and developmental, is very helpful to anyone at work.

Feedback is valuable information that will be used to make important decisions. Top performing companies are top performing companies because they consistently search for ways to make their best employee even better - and providing them with effective feedback is an important aspect of achieving this.

This toolkit can help you and your team colleagues review and develop your feedback skills. It provides you with:

  • Examples of different approaches to giving and receiving feedback, and
  • Tasks and activities that can use with your team.

To download this toolkit, click on the following link: Feedback Toolkit


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Conflict is a normal part of any healthy relationship and arises from differences, both large and small. Everyone needs to feel understood, nurtured, and supported, but the ways in which these needs are met vary widely.

Differing needs for feeling comfortable and safe create some of the most severe challenges in our personal and professional relationships. Learning how to deal with conflict – rather than avoiding it – is crucial.

When conflict is mismanaged, it can cause great harm to a relationship, but when handled in a respectful, positive way, conflict provides an opportunity to strengthen the bond between two people.

This activity will help you see your conflict management style from a new perspective. The insights you gain depend on your honest appraisal of the conflict management inventory.

Click Here to Download


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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.

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Communication is a process beginning with a sender who encodes the message and passes it through some channel to the receiver who decodes the message.

Communication is fruitful if and only if the messages sent by the sender is interpreted with same meaning by the receiver. If any kind of disturbance blocks any step of communication, the message will be destroyed. Due to such disturbances, managers in an organisation face severe problems. Thus the managers must locate such barriers and take steps to get rid of them.

There are several barriers that affect the flow of communication in an organisation. These barriers interrupt the flow of communication from the sender to the receiver, thus making communication ineffective. It is essential for managers to overcome these barriers. The main barriers to communication are summarised below.

Perceptual and Language Differences: Perception is generally how each individual interprets the world around him. All generally want to receive messages which are significant to them. But any message which is against their values is not accepted. The same event may be taken differently by different individuals. For example, a person is on leave for a month due to personal reasons (family member being critical). The HR Manager might be in confusion whether to retain that employee or not, the immediate manager might think of replacement because his team's productivity is being hampered, the family members might take him as an emotional support.

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The pressure encountered in everyday life, at home, at work and from exposure to traumatic situations, may result in physical and/or mental ill health.

The effective management of stress in the workplace is essential for the maintenance of good levels of mental and physical health.

This activity can you shared with anyone you feel may benefit from the opportunity to assess their own stress levels and identify the different sources of this stress.

Once these sources are clearly identified, you can take steps towards supporting the individual in combating them.

Personal Stress Audit


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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…)

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