Archive for the ‘coaching’ Category

Leadership or friendship?

Friday, August 28th, 2009

Captain’s Blog

Stardate 280809

It’s been a week of hearing about A-level exam results and graduation grades, celebrating with some of the talented and intelligent young people of our acquaintance.  Well done to everyone for your hard work – and for those of you who didn’t quite get the grade you expected, try asking your parents about their results, I guarantee you’ll feel much better instantly!

Preparing for the world of work

Increasing access to education means that each year we have a better-educated country, with a wealth of ideas, talent and innovative thinking to draw upon.  The mainstream media’s obsession with standards, or mocking courses such as ‘media studies’ seems to ignore the benefits to us all of a better educated society.  Understanding the power of digital media in the age of the internet seems to me to be a vital skill for any future career – whether in science, the arts or farming the land.

Amongst the popping champagne corks and clinking glasses, I remembered that I certainly don’t have as many A-levels as my daughter.  I made up for a poor start to my academic results by going back to education as a mature student and now it’s one of those lifelong activities for me.  I also found that our family had a history of not being able to continue on at school, despite being gifted and intelligent people.  For me it’s probably my rebellious streak – I find I need to learn rather than be ‘taught’.  My late grandmother would be proud to know that one of her great-grandchildren is currently listed amongst the most gifted children in the country and is being supported to succeed, despite the parents not having a university education themselves.

So what’s this to do with leadership?  To me it’s the good news – knowing that our future leaders are bright and full of intelligence.  Despite the current financial situation, there are plenty of young people with energy and commitment to forge new paths in the future.  The other factor that shines through when I spend time with young people is their commitment to society and to each other.  One young lady achieved her 2.1, ran a student group supporting a range of charities and managed to fit enough work experience in to secure a good job.   For those less fortunate in their job search, I hear of young people volunteering in charities; giving their time to support others without the key social and technical skills to even think of getting on the job ladder, biding their time until the job market picks up or the right opportunity presents itself.

What I see is not a focus on future leadership amongst these young people, although many are certainly moving in that destination; rather it’s a focus on friendship.  Not ‘networking’ for personal ambition – although these people certainly have that drive – rather networking for the sake of mutual support and shared interests.

Class of 2009, I salute you!

For the first time in writing this blog, I am going to advertise a specific service offered by our company: the Forton Group’s Job Fit coaching packages and online information about preparing for the world of work.  If you know someone who needs a hand-up in the job search situation, feel free to direct them here  www.thefortongroup.com (click the purple Job Fit button) for free coaching sessions, access to experienced career coaches, and valuable guidance.

Influential leadership: what you need to know

Friday, July 24th, 2009

Captain’s Blog

Stardate 240709

What’s the one thing about leadership you need to know?  What is it your boss needs to know you know?

It’s got to be said: everything a leader says or does creates an impact. Body language, the way he or she walks into the room; what they say and the way the say it.  The leader has the single biggest impact on driving performance: up or down.

Team members are looking for direction from our leaders, explicitly or otherwise; and our leaders hand down that direction in the subtlest of ways.  The team will pick up on a vocal nuance, a raised eyebrow, or the way papers are shuffled at the beginning of a meeting.  The interpretation they make of these actions will impact upon what happens outside that room as they apply the direction they’ve ‘heard’.

I’m hearing this feedback from the leaders I coach and members of their teams, as well as from directing my own teams.  The good news is that their experience is backed up by organisational research evidence.  To remind myself of these sources, I turned to the work of Daniel Goleman, the ‘emotional intelligence’ expert, Richard Boyatzis and Annie McKee, who together wrote a book published in the US under the title ‘Primal Leadership*’ and in the UK as ‘The New Leaders’.

Their focus is on the ‘resonant leader’ and they used a “global database of 3,871 executives in which several factors that influenced the working environment were assessed”.  Two key findings were that “leadership styles affected financial results, such as return on sales, revenue growth, efficiency, and profitability”; and “leaders who used styles with a positive emotional impact saw decidedly better returns than those that did not”. 

What this tells us, regardless of whether you work for the private, public or not-for-profit sector, is that your bottom line – however measured – is impacted on by your leaders.

Cutting to the chase, what’s the one thing we can do as leaders to improve our bottom line (however measured)?  Find out what motivates the people who work for us – one by one – and play to their strengths.  Leadership isn’t all about us; it’s about a successful team and we unlock that success when we know what their strengths are and what really motivates people.

Watching the Australia/England cricket highlights this week I heard a great line which I’m paraphrasing here: ‘play to your team’s strengths, not to the opposition’s weaknesses’.  We can only do this when we truly get to know the people who work with and for us.

So if you’re having a tough week at work and the signals you’re getting from your boss are driving down your motivation and performance, print this out and leave it in a prominent place.  Your boss needs to know how to unlock your success and he/she needs to know that you know it too.

 

*Quoted from: “Primal Leadership: Realizing the Power of Emotional Intelligence”, Goleman D., Boyatzis R., McKee A., Harvard Business School Press, 2002, pp53/54.  The reference to the original database is set out on p.265.