The unintended consequences of poor communication

Some years ago a dear friend of mine had to sack a member of his team. He tried to do this as humanely as possible and so called the team member into his office for a chat. At the end of a conversation about poor performance, he said “I think you need to consider whether you have a future in this organisation”. The next day his team member came into his office smiling and said “I’ve thought about this and I really do think I have got a future here!” At which point my friend had to give the message in a more direct way. Continue reading

Transformational Leadership: what do tea, cakes and computers have in common?

Driving back from a client this week, listening to the radio, I heard an article about a company called Leo Computers Ltd, set up 60 years ago by J Lyons and Co.

Lyons were famous for their teashops known as Corner Houses.  In beautiful art deco style, which were so popular that, at their height, they employed 400 staff in each store and stayed open 24 hours a day. Continue reading

Coach training for experienced coaches: the Forton difference

If, like me, you’re an experienced coach working with executives and leaders in corporate settings, you may be wondering why you need to invest in specific leadership coaching training. Of course, you may be about to renew your credentials, which is a great reason to do this!

Here at The Forton Group, we provide a wide range of flexible ways of getting the CCEUs and supervision hours you require for ICF renewal.

But what’s different about leadership coaching, why should you add it to your kitbag and why The Forton Group? Continue reading

Football management and leadership behaviours

I’ve been interested recently in the fortunes of a UK football (soccer to our North American readers) team and their manager. Now, I enjoy watching football, and I follow a particular team – Manchester City – however, I can’t be a true fan, because I don’t indulge in the hatred of their traditional rivals. I’m quite geographical in my allegiance, so I’d rather a team from Manchester beat one from London or indeed any northern team succeeded over a southern team. Continue reading

Where do the best ideas come from?

We are fortunate to live in a lovely village in the heart of England, close to the centre of the UK motor industry. Not so much a mass-manufacturing area these days, instead there are specialist ‘advanced engineering’ firms.  They support projects like the Formula 1 teams in nearby Silverstone.  Our neighbours in the village include several engineers, some retired.

There’s an admirable perfectionism about these people, though it makes for a very competitive environment sometimes. They also demonstrate very well the notion of transferable skills. Continue reading

The best leaders have a hinterland

“Hinterland?”  You’re probably wondering what on earth I’m talking about. Denis Healey, a retired politician from the UK, and his wife Edna, first used the word about Margaret Thatcher. Their view was that she lacked a real connection with people because she had no interests outside of politics.

Denis and Edna firmly believed that people had to have a breadth and depth of knowledge on other matters, be that sport, religion, art, culture or learning – Denis was a keen photographer. Continue reading

What can leaders learn from dogs barking at a postal carrier?

I had the great pleasure of running one of our Leadership Coaching Programs in Toronto last month.  Sunshine; great location; good company – what more could I want?

I was staying with our friends and colleagues, Cyndi and Ross, who have two delightful Golden Labradors. This has to be one of the friendliest breeds of dog. They love being around people, and are very enthusiastic and expressive. Continue reading

Influencing and networking – key skills for leaders

I met up with some old colleagues last week – people I worked with over 10 years ago, some of whom I haven’t seen for at least that long. We shared a few pints and it was great how easy it was to pick up friendships and conversations. I’ve had the pleasure in my life of working in some large and sociable organisations.  I’ve had the opportunity to make some great friends.  And even though they may not be bosom buddies, there’s something about the shared experience that makes it easy to reconnect. Continue reading

How leaders can build empathy

This is a good news/bad news story. The good news was having the fun of working in Accra, in Ghana, for a week, running development centres to focus on leadership behaviours. The fact that it was in the midst of the worst weather in England for a long time was a bonus. The bad news was coping with an infected foot, which left me only able to limp along very slowly and for short distances. Continue reading

Our Man in Panama

I’ve just finished a week of working in Panama.  We’ve been running career development workshops for an international charity. It’s a fascinating country, whose recent history is dominated by the canal.  It’s a visionary project, still a vital lifeline for trade, operating 24 hours a day. The city is the headquarters for many charities.

I’d set off with a few pre-conceptions about what the people would be like.  They came from across South America, a continent I’ve never visited. I suspect that subconsciously, I was looking for proof to reinforce my stereotypes. I began to think about how often we do this, at many times in our life. Continue reading