According to the ILM's latest research (New Decade, New Directions) one of the top 3 goals for managers in 2020 is to get better at leading and managing.
We are certainly doing our best here at elconsulting to support any organisation or manager who wants to get better or more confident at leading. The last 6 months have been busy:
Coaching directors and key employees in some very different organisations, but all with a personal goal in mind. Just one quote:
"I just wanted to thank you again for sharing your wisdom, providing support and advice earlier this year.
Reflecting is a really powerful tool, which has not only allowed me to learn more about myself (I’m now using my perceptive skills more!), but also more broadly too, and as a result ....I have implemented 4 actions."
Leadership Development programmes for Bitwala (in Berlin), Photocentric, Cambridge Mechatronics, and Webtec. Each programme was tailored to the stage of business growth and therefore the demands on managers and spread out over a period of months to ensure learning could be put into action.
Call Judith on 07766 753930 to discuss your business needs for coaching and training.
According to a recent Institute of Leadership and Management report "getting better at leading and managing" was one of the top 3 goals for managers in 2020. (New Decade, New Directions.)
Download this free resource (no email required!) to share with managers on how to develop a coaching style.
Remember that the manager should aim to do 20% of the talking and the employee 80%. We all prefer to be listened to and not lectured at. So it's most effective if you can use some JGQs (jolly good questions).
What do you like best/least about your job?
Not for a regular one to one but mid year or annually. Rather than asking "so whats gone well?" or "what are your strengths"? What we like best is generally what we are good at, and what we like least is often where we are weaker. The "best" question gets all the strengths on the table and an opportunity to give praise where its due. The "least" question then starts a discussion on areas for development that you could help with. e.g. "How could I help you with that?" "What could you do about it?" This would be a more constructive approach than just delivering negative feedback.
Is your job getting easier or more difficult?
This is for someone who is quite plainly struggling. It allows them to say what's on their mind and starts the discussion.
What do you see are the priorities of the job?
For someone who seems to have a different view on priorities to you. This is a good opener to potentially agree on a couple and you can suggest a couple more, or question one that is just not right. I would then park the priorities and move on to whats gone well before returning to them again later when you want to establish some new priorities, or correct a misunderstanding.
What do you find is the best way to get things done?
For someone who is rubbing people up the wrong way. This is the opener that will start to establish a better way of working with others?
When you do x how do you think that makes people feel?
We can be single minded in our approach, perhaps the way we have always behaved, and have never given though to the impact on others. This question starts that thinking and opens up a new avenue of actions.
Have a look at our video on how to coach to change behaviour at www.eltalking.com
Having made the effort to establish the behaviours that are right for your organisation do you just put them on a mouse mat or posters and leave it there? Will that make everyone behave the way you want them to? Not likely...So here are seven best practices to make them come alive and business as usual.
1. Build the foundations
Make sure the needs of stakeholders are understood and linked through the vision and values
2. Define a strong vision
The vision should be clear, memorable, motivating, ambitious, customer related and translated into measurable strategies. Everyone need to be clear on the direction of travel, so write the vision for the staff not for the website.
3. Define strong values
Values should support the vision, based on key factors for success and turned into measurable practices. To be honest 9 is too many - people never remember them all. 3 to 5? And to be relevant to the type of people you need as well as the vision. One of our clients has recruited, quite rightly, several employees straight from academia; very bright people with no experience of working to deadlines or in teams therefore values that articulate what's need right now for the business makes it clear for employees.
Consistent communication by actions, signals and words. Walk the talk. Lead by example. Include values in the state of the nation address and monthly meetings.
...in recruitment, training, performance discussions, rewards, promotion. Say what you mean, mean what you say.
Both the company brand and the employer brand express vision and values.
Implement rigorous measurement of the effectiveness of vision and values. Take care; you get what you measure and too much measuring drives people crazy. Focus.
We have a lot of experience in supporting companies in defining their vales and how to embed them. Give us a call. 07766 753930.