Category Archives: Leadership coaching

The Four Global Leadership Challenges

The recent International Leadership Association (ILA) conference in Brussels really was stimulating.  It was great to be in the company of people – and organisations – who understand the magnitude and importance of better leadership development.

My contribution was a chapter in the ILA’s latest book – Breaking the Zero Sum Game: Transforming Societies Through Inclusive Leadership – and talking to people about our ‘leadership routemap’ as a way of supporting peoples’ engagement in their leadership development.

One of the keynote speakers, General Petraeus, summarised the four global disruptive challenges we face as:

  • Energy
  • IT
  • Manufacturing
  • Life Sciences

Leading an action learning set yesterday, for experienced managers, I challenged them to think about the personal and organisational culture changes impacted by this disruption.

One member retold a situation involving 3D printers and how that’s transforming their organisation.  We looked at the ‘what’, ‘how’ and ‘who’ factors, even exploring the implications for this business’s suppliers.

What came through most clearly is the enhanced role these changes bring for technical experts.  Often people who’ve operated happily in their own field, are now expected to step forward into leadership across the organisation.

We explored the difference between project management (the ‘what’ and the ‘how’) and the impacts on people (the ‘who’) and what that means for leadership.

  • Leaders need to feel confident in ‘biting the bullet’ and making decisions; having the courage to make change based on evidence, not gut feel.
  • Team members need to feel involved in decisions and believe that their contribution is recognised and valued
  • Their talent needs to be harnessed – easy to do when managers blend coaching and leadership with management

Technical experts are particularly hard to retain if they don’t feel recognised.  They also need support to develop their leadership skills, not just their technical strengths.

We develop confident leaders and support managers to bring out the best in technical experts.

The coaching approach enables smart managers to bring out the best in people – to lead with presence whilst empowering others.  Managers who run teams this way get more done, feel more confident and achieve higher engagement scores. When true leaders learn how to develop their team, people really feel they have buy-in.  They are better able to contribute directly; to deliver in the best possible way.

There’s a proven way to get team members behind the manager, the vision and the mission, at the same time as coming up with their own ways to achieve it. Our accredited training has supported the development of some of the world’s greatest business leaders in organisations like Shell, BT, Network Rail, the NHS and many more around the world. It’s proven in the classroom and in practice. I see the dramatic improvements our coaching approach makes across organisations, measurable and visible on the bottom line.

People come for the process, but stay because they are engaged by the nuances of blending leadership, coaching and management.

The evidence for our successful approach comes from client organisations, from independent bodies like Gallup, and from academic institutions. It works at all levels of an organisation, in all industries and countries. And believe me, I’m not sensationalising here – leadership coaching rather than just ‘managing’ is globally effective – because though cultures differ, human nature doesn’t.

And in disruptive times, when leaders need to feel competent and confident, our flexible approach is a great fit.

The first step in this transformation is by learning tried and tested leadership coaching methods to put this approach into practice effectively. We run a course called Ignite, which lasts for 2 days. The next one is available in the UK on 27th/28th of November this year, or 29th/30th January 2018.

You can try us out by booking a place on our public courses, or bringing our approach in-house for 6 people or more.

If you have a duty to manage others or indeed, oversee those who manage, Ignite makes life easier.  Your managers will boost staff engagement, get results and shape a cohesive team, with fewer conflicts and lower churn.

If you’d like to know more, just call or email to speak to arrange a conversation.

Class sizes are limited to protect the learning experience of each person, so if you’d like to be on November or January’s course, you’ll need to book soon, or show interest today by contacting us direct.

Leadership Development and training

The New Era of Abundant Leadership

In the fifteen years I’ve coached and developed leadership programmes I feel like I’ve seen it all. Those tired clichés of ‘here’s this unique thing I did; here’s a cute story. Follow my ten steps and magically you’ll be a leader too…’ Colleagues jokingly call it ‘leadership by lion taming’. I call it unrealistic.

There’s no magic bullet to better leadership. It’s a consistent high-level application of leadership behaviours. It’s about applying emotional intelligence to oneself and with others. It’s about flexing to the situation’s needs; not expecting the situation to bend to a single leadership style. It’s about delivering the kind of leadership needed right now, whatever the challenge.

And that’s why I developed the Leadership Routemap

It works just like the Tube or Metro maps. You find out where you need to go. You work out you’re going to get there. You work with leadership experts to strengthen your talents, address your development areas and coach you to your successful destination.

Let’s look at those high-performance behaviours for a moment. Developed by a research team at Princeton under Prof. Harold Schroder, they fall into four clusters: Thinking; Involving; Inspiring; Achieving

Let’s look at those high-performance behaviours for a moment. Developed by a research team at Princeton under Prof. Harold Schroder, they fall into four clusters: Thinking; Involving; Inspiring; Achieving. That’s pretty neat. They’re things we can all do. We can all get better at.

So what is it about ‘leadership’ that people make so darn difficult? It’s because we have a particular image of who a leader is, that gets in our own way.

  • Women tell me “I’m not a leader” yet they’re running multi-million projects involving hundreds of people.
  • People look to ageing white men as their leadership role models; when what they really admire is power, money or status.
  • People who talk about leaders as ‘heroes’ because they’ve fallen for the Hollywood myth.

It’s time for an era of abundant leadership. Where people at different levels in the organisation step up and take responsibility: men and women. Where the whole team succeeds. Where everyone’s contribution and effort is valued.

Where the secret to leadership development is to support people to do it for themselves. To get consistently better at the behaviours that make a real difference. Without telling them what to do. 

It’s time to let the real leaders emerge. So they fail and try again? They fall over and pick themselves up. So they make an idiot of themselves in front of the team? The combination of learning and persistence are powerful tools in the hands of a leader.

It’s time for the ‘Coaching for Leadership Behaviours’ programme. A blend of ELearning and Live-Learning for experienced coaches looking to build their skills.

Ours was the first – and still the best – leadership coaching programme to be accredited by the International Coach Federation. People love our learning environment. And where better than the relaxed environment of an Italian Summer School to experience it in? Because it doesn’t have to be hard or difficult. We’re deliberately making this a rich, fun, interactive experience – where you get to bring your wisdom and coaching skills to bring out the best in the leaders you coach.

It’s time to let the real leaders emerge. You can be a part of it. Sign up for the Coaching for Leadership Behaviours programme.

Our inaugural programme happens on the 9th/10th September 2017 in Umbria, Italy. Find out more at info@thefortongroup.com Be part of the new era of abundant leadership.

The potential and limitations of leadership development

The Potential and Limitations of Leadership Development

It’s good to pause and reflect on the year’s achievements.  2016 has been dubbed the ‘post-truth’ era and this is one trend that we at the Forton Group feel completely out of step with.  Our focus this year has been on what’s been proven to work in the field of leadership development.

Evidence-based development has never been more vital.  Every hour we spend investing in people needs to be underpinned by a rationale.  Not just because of the time and money wasted; but because leaders and managers need to believe in the steps they are asked to take.

Here are our top-four evidence-based leadership development areas:

  1. The Schroder high-performance behaviours; 12 behaviours in four clusters or themes.  Do more of these and you’ll improve your results.
  2. The Goleman emotional intelligence model: practice these four steps and relationships will improve in all areas of your life.
  3. Coaching skills and coach-like leadership: four basic skills to improve individual and team performance; five effective steps, underpinned by leadership principles and an appreciation of the complexity of today’s work context. Coaching gets peoples’ buy-in; use it to improve engagement and make change happen more smoothly.
  4. Above all, support skills practice.  If your leadership development programme doesn’t have a coaching element, an action learning element and a strategic project element, then quite simply, you’re wasting time, money and effort.

Of course, leadership development methods do have their limitations.  They’re not a ‘one size fits all’ activity.

Yes, you can read about the theoretical framework behind each of the models above.  You can even register for our online learning and watch or listen to the material.  But to retain, and then to apply learning, we need an emotional connection to it.

This emotional connection comes through live interaction and learning.  Whether that’s live distance learning – by phone or internet – or in-person learning, doesn’t matter.  It’s the connection to the content that matters.

We can all read about building empathy and its importance, but it takes the experience of getting in touch with the feeling to make it real.  As one of our students once joked, “You’re making me feel empathy for this person!”

And even live-learning has its limitations.  Whatever the debate about retention of learning, nothing is truly retained until it has been practiced and turned into a habit.

One reason we practice ‘real play, not role play’ in our live learning is that we’ve heard too many students tell us that what they acted out in other training programmes was not what they’d practice in the real world.   We bring the real world into the classroom – and then continue that real world application support after the live-learning experience.

This turns theory into practice and practice into a habit of emotionally-intelligent, high performing leadership behaviour.

And why are the coaching skills so important?

Driving capacity for coaching into the organisation, rather than having it sit at the top layer like icing on a cake, means that everyone builds their internal capacity for excellence.

One-to-one coaching reaches a few people – typically high performance and senior people – and good work is achieved there.  Yet introducing coaching skills programmes into the belly of the organisation changes the whole culture – one conversation at a time.

In 2017 we celebrate our 15th year of leadership development, and look forward to working with clients including the UN and the NHS; we’ll be working with HR business partners, finance experts, engineers and technical leaders, as well as sales managers and their teams.

And, as we leave 2016 and it’s ‘post-truth’ world behind, we’re delighted to have received an award from CV Magazine for HR & Training.   I’ll skip the full acceptance speech and just say ‘thank you’ to our clients and partners for nominating us.  We appreciate it.

If you need to see tangible improvements in your leadership and culture in 2017, just get in touch.

Leadership

We’re off to see the Wizard

Leadership“A more collegial style of leadership is too often characterised as a weakness.”

 

 

This was a quote from Archie Brown, author of ‘The Myth of the Strong Leader’, reported in the Guardian newspaper last week, because it’s a book on Bill Gates’s reading list.

Bob Hughes and I interviewed the author a while back – you can listen to it here, and read the book review too.

What struck me at the time was how we get seduced by charismatic leaders.  The celebrities; the sportspeople; the men and women in positions of authority.

All of these people can be leaders; absolutely.  The potential is there.  But there’s a difference between falling for the charisma and really displaying leadership qualities and behaviours.

Over the years we’ve interviewed people who’ve climbed Everest, coached top sportspeople and sailed around the world.  The key difference we’ve noticed is between those who focus on their own achievements – great as they are – and the power of being one of the team.

Tracey Edwards MBE, for example, told us that her role of Captain in the Whitbread Round-the-world race in the first women-only crew – was ‘accidental’.  There were far more experienced people in the crew than her.  She is, of course, being modest.  Her engaging leadership style and the way she respects the technical abilities of her crew are second to none.

Tracey is a great motivational speaker too.  But that’s often the only thing some celebrities have going for them – the ability to look and sound good.

Today we live in the ‘plasticine’ era – we’ve all got feet of clay.  And the media are happy to expose our shortcomings.  Especially when we stand up for something, and raise our heads above the media parapet.

As leaders we can be flexible in our approaches, but our values and authenticity need to shine through.

But don’t mistake this collegiate approach with weak leadership.  Whether it’s a more collegial, a more coach-like, or more inclusive approach to leadership, engaging leadership draws on the power of the whole team – not one individual.

And it’s why a systematic approach to leadership development matters.  Building leadership on a foundation of consistently-observed behaviours that evoke high performance in the people around us is essential.

Leadership qualities build on our emotional intelligence too.  Which is why the Forton leadership programme combines emotionally-intelligent leadership styles and competencies, along with the high-performing behaviours.

So whether you need to develop your technical leaders to be more engaging, your sales-force to be more effective, or your managers to get their best out of your people –  and you want tangibly better leadership – get in touch. You’ll find us at +44 (0) 345 077 2980 option 1, or email info@thefortongroup.com.

Leadership Development – Silver Bullets Only Kill Werewolves

It’s human nature to want to keep our relationships simple.  Yet it’s a key leadership task to keep on top of the complex interplay of different relationships.  Put simply: our team members, colleagues, bosses and the wider stakeholder network.  It’s no wonder people find it difficult.

And of course, all this focus on others means that we neglect our own needs in this complex mix.

One solution is to analyse these groups and assess them by their power, influence or interest in your work.  A neat process, but one which doesn’t take human factors into account.

And it’s often in those that things can go horribly wrong.  Misunderstandings, lack of acknowledgement or recognition for good work, resentment of others.

Here at Forton, we regularly get asked to design workshops and programmes that help leaders and managers with ‘problem staff’: those ‘difficult conversations’, performance management; or customer relationships.

People typically ask us something like “What can I say when….?”

At the heart of these requests is the desire to have a single solution; a silver bullet.  But silver bullets only kill werewolves; sorting out relationships requires a more human approach.

Too often, when we go into organisations with these kinds of issues, we find that the basics for better relationships – at all levels – aren’t in place.

Here are three steps that you can put into place and share today:

Step 1: Make sure managers are putting their own needs first, so that they’re better able to deal with others’ needs too.

An insurance client told us a fascinating statistic recently: dentists who work fewer days each week earn more money.  This is because they have better relationships with their patients; plus they make better clinical and business decisions too.

If that’s what we need from our leaders and managers, investing in smarter working – not longer hours – is the easiest and first solution.

Step 2: Ensure that managers and leaders know about the need to give regular acknowledgements of their team’s good work. 

People need a higher ratio of praise to criticism than managers typically think.  The Gottman Ratio is 6:1 for organisations (5:1 for personal relationships if you want to improve that area of your life).

Step 3: When it’s criticism that’s required, use a consistent feedback model that works – both for the giver, and the receiver of feedback. 

The best way to give (and receive) feedback is to make it future-focused around what success looks like.  Most people look backwards and focus on what went wrong and who’s to blame.

The other step you can take, is to give your leaders and managers some perspective – and distance from the day-to-day – by investing in a leadership development workshop.

At Forton we change cultures and support leadership development through bite-sized, half-day and week-long events.

Whichever behavioural framework you use in your organisation, our programmes will align with your goals.  And if you need to demonstrate return on investment (ROI) evidence, we can show you how.

To experience lasting performance improvements in your organisation, try us out.  Attend our next open leadership Ignite event – on 5/6 December in the heart of England. 

Or bring this workshop in-house with 6 people or more.

Pick up the phone at +44 (0) 845 077 2980 option 1, or email info@thefortongroup.com.

 

Donkeys and the language of leadership

donkey and cart

I was stuck in a traffic jam on a dual carriageway when I was overtaken by a donkey and cart travelling in the outside lane. My journey to deliver this particular training programme was a little different – a couple of weeks ago I was delivering leadership and influencing training to a group of managers in Senegal in West Africa. Continue reading

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

Driving through the pitfalls of adult learning

I am currently doing an advanced driving course. I’d like to pretend this was solely driven by my interest in driving, but I have to confess that a gentle nudge from a driver awareness course, offered to people who have been caught speeding, was part of the reason why I started it.

Now, I’m really enjoying it and I would heartily recommend it to anyone. (Go for RoaDAR rather than IAM if you do want to) Continue reading