|
|
The Communication Paradigm
|
When we examine individual and team satisfaction versus individual or group performance, most studies indicate that workplace satisfaction is more commonly associated with a friendly communication style and higher performance is reflective of a dominant style. However, over-reliance on a single technique will create team problems – both interpersonal and standards-based. Knowing when to employ each type cannot be delivered through a single event; moreover, it requires long-term work, study and increasing numbers of experiential situations from which to...[read more]
|
Challenges to Leadership
|
Internal team leaders - those rising stars. Not a bad thing, the best leaders focus on developing emerging leaders, not to create followers, but to create more leaders. Challenges to authority can and do occur - second-guessing your decisions, creating a deliberate and subversive environment across their team peers in an attempt to conduct an internal coup d’etat. The unsanctioned bid to undermine leadership occurs across the workplace, with many areas becoming accustomed to seeing...[read more]
|
Enemies of Leadership
|
We know now there are two types of trust: cognitive and affective. One quality that is critical to team behaviour, effective outcomes and results is trust. Building trust takes time, perception and delivery, however, ruining that trust can be completed instantaneously. The degradation and...[read more]
|
ATEC Principle - What you should expect from a leader
|
A key facet of autonomy is empowerment. Giving your team the freedom to act and the freedom to make their own decisions.
Allowing your team to forge their own path not only provides motivation, but allows them to develop professionally by providing the environment to enable...[read more] |
Vertical Delegation
|
The process of delegation is not a new concept; it is one of the foundations of resource management and leadership and underpins the correct and efficient use of your team. The concept of 360 delegation is effectively delegating up the chain, to provide you and your team the environment to deliver high performance...[read more]
|
Meetings
|
Why are we so intent on booking meetings when there is whitespace in the calendar? The availability of whitespace allows us to actually get our work completed; a time where concentration and focus can be applied without clock watching, or waiting for your email client to sound that familiar chirp, signifying the time to stop whatever you’re doing, at whatever stage, and leave to apply...[read more]
|
Intrusive Leadership
|
Awaiting Upload. Please check later
|
Team Motivation
|
Awaiting Upload. Please check later
|
Learning from Lean
|
Awaiting Upload. Please check later
|
The Growth Mindset
|
Awaiting Upload. Please check later
|
Conflict
|
Awaiting Upload. Please check later
|
Using Kaizen to Transform
|
Kai - Zen. Two conjoined words, Japanese for change and good. Together they stand for continual improvement. Traditionally, Kaizen was rooted in business process and system improvement under the notion that removing minor errors or negative placements within a specific business area will accumulate and deliver significant benefits - most often in manufacturing. Collectively, all members of a team or organisation will work together, using the Kaizen principles to achieve increased efficiency. Yet, there are four types of Kaizen established throughout business, which...[read more]
|
Psychological Safety
|
Discussion in recent times has often focussed on leadership strength and strategy and creating environments that foster trust, acceptance and respect. Psychological safety is loosely defined as the ability for a team member to display self-image, status and approach lines of questioning without being judged, gaslit or belittled...[read more]
|