Category: Leadership Insights

Nothing happens to us in the future

We’re readying ourselves for the start of another Authentic Leadership Programme. A new venue, new faces and some new ideas. An invigorated Programme.

We’ve been looking forward to this for some time and a lot of hard works has gone it to get prepared and today it arrives.

Planning is incredibly important to get us to where we want to be, and if we don’t plan and execute we can be reasonably confident we won’t get where we want to.

Slow living concept. Inspiration motivation quote Be here now.

However, in leadership development, it’s important to recognise that new insights can often be immediately put into practice and that’s what we’ll be encouraging our seventeen participants to do from today.

As a friend of mine said recently, “you don’t die in the future, it’s now”. Sobering, but a powerful reminder of taking action now, when we can.

Stephen

A stunning victory!

I’m a bit sad the yachting is over. But what a result!  I’ve missed only one of the 30+ races that ETNZ has competed in.  It’s sweet after writing four years ago too. 

Winning against Sweden when they got a penalty that the umpires said later they shouldn’t have given; the two defeats to USA in the playoffs; the capsize; and then watching Aotearoa get faster, smoother with such a cool crew. Watching Peter Burling win 7 of 8 starts against all predictions. 

The TV comentators have been great too.  I’ve really warmed to the American yachting legend Ken Read who provided analysis with Alastair Eykyn. Nice work. 

Credit is due to Sir Russell Coutts and Bermuda. What a fantastic event. 

And all the on screen graphics including heart rate monitors, pressure charts. It’s exciting to imagine the technology we’ll see next time around. In Auckland! 
Stephen

Trumped by your own boss

James Comey said he was confused by Trump’s behaviour. Several pieces of Comey’s evidence struck me as familiar when dealing with toxic leaders:  “The president and I had multiple conversations about my job. He repeatedly told me I was doing a great job and asked if I would stay on. I told him I intended to serve out the remaining six years of my term” and later “The President began by asking me whether I wanted to stay on as FBI Director, which I found strange because he had already told me twice in earlier conversations that he hoped I would stay, and I had assured him that I intended to” and “Near the end of our dinner, the President returned to the subject of my job, saying he was very glad I wanted to stay, adding that he had heard great things about me from Jim Mattis, Jeff Sessions, and many others. He then said, “I need loyalty””.

If you’ve worked up close with the sort of boss Trump appears to be you might have noticed certain behaviours all at once:

  • Praise
  • References to commentary about you from others named (and many times un-named)
  • Questions about your role on matters settled between you and your boss as though they weren’t

iStock-610965798.jpgIt’s quite likely that this sort of boss is simply manifestly insecure and unsure about decisions recently made. Even if it’s only that, there’s very little good to come with staying around while the behaviour continues. Corporate bullies in positions of ultimate power in their environment are not good for you..

In isolation each of these behaviours may be explainable, but in my experience, put together they paint a very dangerous picture.

Maybe time to move on or get expert assistance.

Stephen

 

Mixing up Reflection and Feedback

When a team is struggling to connect, a bit of courage from everyone involved can make all the difference.

On some recent leadership development work, instead of the participants recording their reflections in private notebooks, everyone put their reflections on flipcharts in the open area.

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It took courage and having courage can mean taking a risk. This new process was not without risk and even one team member not being ready could have derailed it.

But this team plainly was ready, and so we took it a step further and had the team members record feedback on each others’ flipcharts.

In doing so, a permanent and meaningful record of a crucible event was created.

I heard after the session that the team has already made great strides.

I’m calling this new process ReflectBackᵗᵐ.  I would welcome the opportunity to use it with your team to cut through challenges you’re having.  Yes, you do need to be brave and I suggest not using it without supervision.

Stephen

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