Recently I shared my thoughts about the power of thinking about which conversations to stop and start having so as to increase leadership and individual effectiveness. The notion is broader than it seems as first. Conversations we are having with ourselves, quietly and internally, regularly dictate how we impact others. Conversations within organisations massively impact how the employees go about delivering the work of that organisation. Disruptive innovations force organisations to have different conversations, such as moving from a conversation about “how good we are”, to one that starts with “our industry is changing rapidly and we need to change or go bust”.
Often leaders decide to change conversations for non-dramatic reasons.
Dean, a leader with many years of international years experience, confessed even he was tired of managing another phase of change in his organisation.
This is not surprising – the more senior the leader, the increasing number of transitions they have to manage.
William Bridges (1991) published “Managing Transitions” where he focussed on the transition as opposed to the change itself. A transition is the internal manifestation of that change that happens within the individual – the psychological impact of the change itself. Whilst this might seem subtle, it is significant as he clarified the emotional impacts the individual experiences during each stage of a transition.
Bridges makes a key point that people experience change even if they don’t agree to or desire it. He highlights three zones of transition people go through when they experience change. He said they are:
We have some very well tested and robust information about what it takes to establish, develop and maintain high performance teams. Our 5Q model that provides a pathway to high performance for teams provides this framework.
An article I read recently reinforces these concepts and interestingly highlighted some additional features, ones that will not always seem to be the most obvious but when you have a look at them, makes perfect sense.
Growing up in Ireland and later living in Australia, a common question I was asked was ”what tribe are you from?” meaning, from which branch of the family are you? In Australia, the word ‘mob’ can be used to mean the same thing. Today, our notion of tribe can be expanded to take on a slightly different meaning. While society, technology and economies have experienced rapid growth and development there are still characteristics of the tribal nature of human beings that show up in workplaces. This can be an enabling or a debilitating force.
Up to 50% of the variance in organisational performance can be attributed to the top team, according to a range of studies. This is quite extraordinary – that one group of individuals can have such enormous impact on the organisation. The organisation’s top team casts a very long shadow.
Coaches can play a catalyzing role for teams to move towards high performance by doing what coaches do best, asking insightful questions. Over the last ten years of coaching teams we have noticed that there are specific questions, that when asked at the right times allow a team to move forward in their evolution.
Today I saw a leader of an organisation do something that I have never seen done before and it had an amazing impact on everybody in the room. The Managing Director of a global pharmaceutical who was running the Australian division gave feedback to each of her direct reports in a way that will have a lasting, uplifting impact on them I suspect for the rest of their lives. Here’s what she did.
She approached everybody that reports into the leadership team and asked them for feedback on their leader. Specifically she asked them to give her some words or phrases that would give her insight into (a) the greatest strengths each leader has and (b) what they like the most about working for that person.
It’s not just about training, it’s not just about measurement, it is about bringing process improvement methodologies; statistical analysis; change management and leadership development principles to the art of sales leadership
An organisation lives and dies on its revenues. Yet high performing sales teams remain an enigma to many sales leaders. Jed Wood is regarded as being a global expert in using lean sigma and behavioural change methodologies to assist sales leaders build high performing sales teams. Here he discusses some of our unique offerings and how they assist organisations.
Up to 50% of the variance in organisational performance can be attributed to the top team (Peterson, 2003 and Thomas, 1998). This is quite extraordinary – that one group of individuals can have such enormous impact on the organisation. The organisation’s top team casts a very long shadow.
In interviewing leadership teams to identify and understand the barriers to their collective success, the themes that emerge include: