Tag Archives: Supportive Leadership
When two or more people are involved in a relationship they will adopt a certain style of behaviour towards one another.
The same can be said of a leader and members of their team.
One of the most fundamental characteristics of such behaviour is the respect that is shown for the other's rights or opinions.
There are three basic behaviours involved in a relationship:
AGGRESSIVE: "I have my rights, you have none" (Win-Lose)
ASSERTIVE: "I have my rights, you have yours" (Win-Win)
SUBMISSIVE: "You have your rights, I have none" (Lose-Win)
This quick guide reminds you of how these three basic behaviours manifest themselves and the impact they can have on relationships.
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.
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.
This inaugural survey aims to capture the leadership and development challenges that people in organisations face and how those issues can affect the effectiveness of organisations.
It also looks to establish what executives see as the: top leadership challenges facing their organisation most important skills for successful leaders, reasons why leaders fail to reach their potential ¢ most useful training and development programmes, key talent management challenges, including the effectiveness of training and development.
The five toughest challenges facing leaders today are employee engagement, effective strategy execution, talent management, driving work across organisational boundaries and encouraging collaboration across the organisation.
80% of respondents said change in their companies is mandated by senior management.
10% of respondents said change was driven at a lower level and later “blessed” by senior management.
A study of 1,000 UK adults in full or part-time employment – conducted by Cascade HR as part of The Conflict Report 2017 – found that differences in working hours or taking on bigger workload sizes are the biggest causes of squabbles for almost 1 in 3 (32%) UK colleagues.
Gossip and rumours were the second biggest issues (31%) followed by friendship groups and cliques (27%). Favouritism in the workplace was the cause of conflict for almost 1 in 3 (23%) British workers.
Salary differences, disparity over wages and promotions have also been known to cause issues for a fifth of workers, who say they have noticed a colleague’s attitude change if they have been overlooked for progression.
Worryingly, just under half (49%) of employees feel their company is effective at dealing with these problems in the workplace.
Oliver Shaw, CEO at Cascade HR, said: “What is clear from these results is that a significant number of conflicts at work are started by colleagues feeling slighted in favour of other people. However, it’s concerning to see the number of workers who don’t feel their employer handles workplace conflict in an appropriate way.”