Have you ever been ignored, rejected or felt slighted by a colleague or a boss? Have you ever given someone the ‘silent treatment’?
Silent bullying is common and costly, I know a lovely woman who was so badly shunned by her boss she became depressed, burnt-out and left a career she loved. I’ve also been a target – in a place where I’d felt liked, appreciated and respected. Because of the behaviour of one person, I felt I didn’t matter, it was like I didn’t exist. The good news: it was limited to relatively a small project. Continue reading “Tackling silent bullying in the workplace”
Management is out of fashion, not many people want to be called a manager, they might want their title to be leader, or entrepreneur, or even coach – but manager?
Executives have been getting bad press for years now, they are thought to lack integrity, a 2008 Gallup poll on honesty and ethics found that 37% rated executives low or very low. Things haven’t improved since then. Is it possible that the way management is portrayed by ‘leadership’ gurus encourages ethical decline? Continue reading ““A Magnificent Profession” – The future of management?”
Following the previous post about pilgrimage I had some requests to say more about ‘Walking Coaching’. So here goes…
‘Walking meetings’ have become a bit of a fad among Silicon Valley and New York entrepreneurs, as well as at the White House where Barak Obama often ends his working day with a walking meeting with his chief of staff. Steve Jobs was known for taking walking meetings, Mark Zuckerberg is said to have picked up the habit from Jobs. Continue reading “Walking Coaching”
Do you feel you are enough?
Sometimes, as we are busy coaching to improve performance, meet goals and help our clients achieve more, we can find that another very different question rises to the surface. It’s not about hard goals and outcomes and can be tricky to pin down; it’s question that arises in a tentative, hesitant, almost faltering way, it goes something like this: “Given there is always ‘more’ that I can ‘go for’, where do I find a sense of enough? A sense that who I am is enough?” Continue reading “The Power of Vulnerability”
Recently, one of my clients described her leadership role as working in a minefield. She pictured herself in potentially hostile territory, without a map, not knowing if a bomb was inches away. A powerful image of turbulent organisational life; with economic uncertainty, rapidly changing technology, globalisation, restructuring, downsizing and good old fashioned acquisitions and mergers. All contributing to unpredictable, potentially explosive working environments, places where hidden explosives of depression, anxiety and stress can blow your life apart.
Continue reading “Coaching Through Organisational Change”
Did you know we’re in the middle of International Stoic Week at the moment?
No, well I wouldn’t have either if I hadn’t received an invitation to a workshop at the University of Exeter about how Ancient Philosophical Ethics could contribute to Modern Business a few weeks back.
I spent a fascinating couple of hours learning about Stoicism; the 2000 year old philosophy as way of life which encouraged resilience, flourishing in relationships and contributing to the common good. Continue reading “International Stoic Week: 25th Nov – 1st Dec”
In the world of coaching we often think about values as individual, personal and subjective principles that guide our way through life. But values don’t just shape individual worlds; they influence our wider world for better or worse driving society forward (or backward) impacting business, government, the economy and education. Continue reading “A Quest for Values”
Is your organisation doing enough to develop the next generation of leaders?
New research published in the Ashridge Management Index shows that many managers (48%) don’t think enough is being done to develop the skills and experiences of younger managers. As well as specific targeting of future leaders, the report recommends that there should be higher levels of investment in learning and development for teams and senior managers. Clearly, though there have been improvements, there is still work to be done in meeting the challenge of building organisations which value learning and development and appreciate the long term positive impact it has upon the financial bottom line. Continue reading “Addressing Leadership Shortfall”
Last week I attended a workshop on Luminaspark psychometric profiling. I’ve always had reservations about personality profiling. I worry that people might be pigeon holed, or that profiling might filter diversity out of organisational cultures.
Luminaspark is different. It recognises complexity and diversity within the personality and so fits very neatly with the subpersonalities model from psychosynthesis which informs my work in coaching. Continue reading “Personality Profiling and Coaching”
Organisations need people who are engaged and motivated; especially during an economic downturn.
Many studies show that engaged employees are good for organisations. According to the Corporate Leadership Council, employees with lower engagement levels are four times more likely to leave their jobs. Engaged employees are also more productive and contribute more to profits. Studies found that the organizations with highly engaged employees achieved twice the annual net income of organizations with less engagement. Continue reading “Employee engagement – seven tips for success”