tag:blogger.com,1999:blog-40478866742434718482024-03-05T22:06:45.761-08:00The Knowledge Bites blog - grow your skillsNeil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.comBlogger51125tag:blogger.com,1999:blog-4047886674243471848.post-16568489686335124972023-09-19T02:28:00.001-07:002023-09-19T02:28:00.136-07:00Managing top-down messages<p>As a leader, there are times when you’ll
need to communicate messages which you receive from above, down to
your team. Sometimes these will be messages which you support, and
sometimes you might not.<br />
<br />
It’s important to remember that you’re not there to openly disagree
with the message, but to communicate the message onwards in a way
which helps people to accept what’s been said.<br />
In order to be sincere when you communicate your message, you need
to ensure that you have all the information you need from above. If
you have to keep going back and checking things, it undermines your
own belief in the message, and weakens the impact of your
communication. Here are some questions you can ask yourself to
ensure you have the full information…<br />
</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjxEOr8ahEaI5Dvpapd90hP_bzjp4duvYydennnBF-WlDgAUZ_Gzu4m3VCRmqQdmFNjWNZDwh4mkLdF_RQfI2v1uGKdC97Z4avzfSIJ-dGtv676e5BJBuAgf9tqaFhgQZ0pBSog8hvByfCUPxOqRuLdsCnPSCtTIavhAhpYkvDHNJ1_121jdqJXjTuAH68/s5616/AdobeStock_77961177.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="3744" data-original-width="5616" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjxEOr8ahEaI5Dvpapd90hP_bzjp4duvYydennnBF-WlDgAUZ_Gzu4m3VCRmqQdmFNjWNZDwh4mkLdF_RQfI2v1uGKdC97Z4avzfSIJ-dGtv676e5BJBuAgf9tqaFhgQZ0pBSog8hvByfCUPxOqRuLdsCnPSCtTIavhAhpYkvDHNJ1_121jdqJXjTuAH68/s320/AdobeStock_77961177.jpeg" width="320" /></a></div><br /><ul><li>What’s the topic?</li><li>What timescale does it relate to?</li><li>Which areas of the business does it impact?</li><li>What flexibility do I have when communicating it?</li><li>What should I do if it’s badly received?</li><li>What support can you give me on this?</li><li>What action are you looking for people to take as a result of
this message?</li></ul>
Once you have full understanding of the message, you need to fit it
into a strong, concise structure to display your confidence in
what’s being communicated.<br />
<br />
<b>The ARRBA structure for communicating a strong message</b><br />
ARRBA is a communication structure which helps you to communicate
potentially complex message to others in a clear and simple way. It
works like this:<br />
<ul><li>Attention</li><li>Request</li><li>Reason</li><li>Benefit</li><li>Action </li></ul>
You need to grab the other person’s attention with a high-impact
statement showing its relevance to that person. Then you state a
summary of the request which is being made. Get that in early to
stop people guessing. Next you need to provide the reason behind the
request, and the benefit to the other person in carrying out the
request. Finally, a clear first action is helpful to encourage
people to make a start.Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Oxford, Royaume-Uni51.7520209 -1.257726323.441787063821153 -36.4139763 80.062254736178843 33.8985237tag:blogger.com,1999:blog-4047886674243471848.post-85961965014661197832023-09-11T21:30:00.007-07:002023-09-11T21:30:00.158-07:00Resolving conflict using Nonviolent Communication<p><b>Using Nonviolent Communication to defuse conflict</b><br />Nonviolent Communication was developed in the 1970s by Marshall Rosenberg as a way to get beyond the typical elements of conflict, and to encourage empathy by both parties.</p><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhKfwMwwK1iQij-0yQKRXXX8Z5htjkm5eDhOalT4tEw-ZbNb37Hlierhexhw2fOmvmjTEXeSrStAgtgv0kjv-6rrz5rQynNXGQ03Z-E5lZutALexDQqvS-W_bDhOlxvIywlmXYoTGQ4fzKheWThaMXjniMQcWBOxA-XCRmqQTUJ1g4kMBZD77g6D93FaAw/s6000/AdobeStock_202347353.jpeg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="3606" data-original-width="6000" height="192" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhKfwMwwK1iQij-0yQKRXXX8Z5htjkm5eDhOalT4tEw-ZbNb37Hlierhexhw2fOmvmjTEXeSrStAgtgv0kjv-6rrz5rQynNXGQ03Z-E5lZutALexDQqvS-W_bDhOlxvIywlmXYoTGQ4fzKheWThaMXjniMQcWBOxA-XCRmqQTUJ1g4kMBZD77g6D93FaAw/s320/AdobeStock_202347353.jpeg" width="320" /></a> <br /></div><p></p><p>It requires you to adopt the mindset that the other person isn’t trying to annoy you on purpose, and then works to overcome differences and expand understanding of each other. It works like this:<br /></p><ul style="text-align: left;"><li>Observation: A neutral statement of what’s going on.</li></ul><div style="text-align: center;"><i>“When you give me a large piece of work at 4 o’clock on a Friday…”</i></div><ul style="text-align: left;"><li>Feelings: An accurate statement of how you feel. Avoid saying “you make me feel” and concentrate on the feelings themselves. </li></ul><div style="text-align: center;"><i>“I feel stressed because I want to do a good job, and concerned that I’ll miss a personal appointment after work.”</i></div><ul style="text-align: left;"><li>Needs: A statement of your internal needs. Avoid phrases which begin with “I need you to… (XYZ)”.</li></ul><div style="text-align: center;"><i>“I need to know that I can deliver work to my usual high quality, and that I will be able to see my friends after work.</i><i>”</i></div><ul style="text-align: left;"><li>Request: A reasonable request that would meet your needs, and hopefully those of the other person as well. </li></ul><div style="text-align: center;"><i>“So could we take 15 minutes to understand exactly what you need, why, and when, and look at how I can help you get that whilst not missing my appointment this evening?”</i></div><p>Nonviolent Communication isn’t designed to instantly resolve the issue, but to get both parties talking in a reasonable way (responding rather than reacting). The dialogue may then lead to a mutually-acceptable action plan.</p><p><span style="color: #999999; font-size: small;">Used as permitted by CNVC: <a href="https://www.cnvc.org " target="_blank">www.cnvc.org</a></span><br /></p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Oxford, Royaume-Uni51.7520209 -1.257726323.441787063821153 -36.4139763 80.062254736178843 33.8985237tag:blogger.com,1999:blog-4047886674243471848.post-21202654320195071532023-09-05T01:42:00.006-07:002023-09-05T01:42:00.142-07:00Recognising and resolving conflict<div><p>There are many definitions of “conflict”
in the business world. It’s important to remember that conflict
isn’t always visible. Some people might be “in conflict” with
others, but instead of raising their voices and arguing, they
withdraw inside themselves and go quiet.</p><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVpGMJtE0PzARP86RqhsUmE18fZOX90fY9aJRqV_BihhyM3LrXEljdVQnzXsHW0hYl2dthHaKVlYJd3-QzarsJBwgbYKq62C_TFaF6ULsbiEx88I6s0Qk0xfPsbdGRppKIH7unhv_ipl_YAc23XoDWgRDc1_sFsfWFNmmLEywpEZ4ptnKxFwQARuIQKQA/s4256/AdobeStock_88411144.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="2832" data-original-width="4256" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVpGMJtE0PzARP86RqhsUmE18fZOX90fY9aJRqV_BihhyM3LrXEljdVQnzXsHW0hYl2dthHaKVlYJd3-QzarsJBwgbYKq62C_TFaF6ULsbiEx88I6s0Qk0xfPsbdGRppKIH7unhv_ipl_YAc23XoDWgRDc1_sFsfWFNmmLEywpEZ4ptnKxFwQARuIQKQA/s320/AdobeStock_88411144.jpeg" width="320" /></a></div>
<br />
I like the following definition of conflict:<br />
<p></p><blockquote><i>Conflict is when someone is forced by someone else to
operate in a way which makes them uncomfortable.</i><br />
</blockquote>
If you take this definition, then the topic captures quite a wide
range of situations.<br />
<br />
<b>How does conflict start?</b><br />
Conflict comes about when an event happens which makes someone
uncomfortable, and when it then spirals unchecked into a breakdown
in the relationship. It goes through 4 steps:<br />
<ul><li><b>Situation:</b> Something happens. One person does something
the other person doesn’t like.</li><ul><li><b>Example:</b> Your manager gives you a big piece of
work at 3pm on a Friday and tells you to finish it before the
weekend.</li></ul><li><b>Physical reaction:</b> The “fight or flight” response kicks
in due to the recipient suddenly feeling pressure. </li><ul><li><b>Example:</b> You tense up because you have a personal
appointment at 6pm and you fear you won’t get there on time.</li></ul><li><b>Stories we tell:</b> Due to the hormones now rushing round
the blood stream, the person starts telling themselves stories
about what’s happening, and why.</li><ul><li><b>Example:</b> You recall the last time your manager
gave you a short deadline and start telling yourself that your
manager is unreasonable, that they always do this, and that
they don’t care about your work-life balance.</li></ul><li><b>React:</b> The recipient reacts to the situation rather
than responding in a considered way. This might be anger, open
disagreement, or simply rushing the work and doing a poor job. </li><ul><li><b>Example: </b> You tell your manager that it’s not fair,
at the top of your voice in the middle of the office. Others
begin to take sides and there are hard feelings on both sides.
Trust is damaged.</li></ul></ul>
This then causes another situation, from the manager’s point of
view. They see an employee ignoring instructions, making a scene in
the office, etc. This causes the manager to experience stress, and
the cycle continues.<br />
<br />
<b>Why does this happen?</b><br />
There are a couple of things going on which cause these situations
to happen. Firstly, perhaps neither party is aware of how conflict
starts. Because of these, neither the manager nor the employee is
self-aware enough to bring their reaction into check and to instead
deliver a measured response.<br />
<br />
Another cause of this, is a lack of empathy for the other person.
When you observe the situation (step 1), you’re only seeing
someone’s overt behaviours. You have no idea why they might be doing
what they’re doing.<br />
<br />
If you try to step into the manager’s world, you might realise that
the manager is giving this piece of work for all sorts of reasons…<br />
<ul><li>Someone’s just dumped something on them last-minute so they
need to delegate.</li><li>A client’s called in with a last-minute request.</li><li>Something’s broken which needs to be dealt with.</li><li>The manager has forgotten that something needs to be done and
is now firefighting. Yes – even managers are allowed to make
mistakes!</li></ul>
Once you consider things from the manager’s perspective, things
often become clearer.<br />
<br />
<b>Spotting conflict in others</b><br />
There are a number of ways to spot whether someone is feeling “in
conflict”. Beyond just being alert to arguments, some other ways are
as follows:<br />
<br /></div><p><span style="font-size: medium;"><b>Behaviour changes:</b> Remember the personality types
we’ve already looked at. When people are in conflict, their
behaviour tends to change from their first choice style to their
second choice (or third or fourth).</span><br />
<br /><span style="font-size: medium;"><b>Care:</b> When people are operating in their comfort
zone, they tend to care for the other person, the task/problem,
and themselves. As they enter into a feeling of conflict, the
scope of that care diminishes until they’re in self-defence mode.</span></p><p><span style="font-size: medium;">Come back next week to learn how to resolve conflict once you spot it.<br /></span></p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Oxford, Royaume-Uni51.7520209 -1.257726323.441787063821153 -36.4139763 80.062254736178843 33.8985237tag:blogger.com,1999:blog-4047886674243471848.post-21353911387973394562023-08-21T02:04:00.010-07:002023-08-21T02:04:00.142-07:00Improving internal relationships<p></p><p></p><p>As a leader, there are a number of internal relationships you should be aware of. It’s not just relationships with
your team and your boss which are important – you now have impact and input across other teams and the organisation
as a whole.<br />
<br />
Here’s an image to illustrate:</p><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhgtcq9uTFOsWOchAHrmxif1RqzHDj1o41jFbSOvvC9NyblPLJKeClhop5II7rRIYb1Sq4jWS1TDpf4QHO3rzEAueJiW-unRYTncOnka8xQMilxkofCispqlhqv1KEyj0SJXc-f_52WeXyKBCtKUkaBQoT6aYC5I3dZL1FVq-RN_Ajpeey-o87uksmo3a4/s612/Relationships.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="229" data-original-width="612" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhgtcq9uTFOsWOchAHrmxif1RqzHDj1o41jFbSOvvC9NyblPLJKeClhop5II7rRIYb1Sq4jWS1TDpf4QHO3rzEAueJiW-unRYTncOnka8xQMilxkofCispqlhqv1KEyj0SJXc-f_52WeXyKBCtKUkaBQoT6aYC5I3dZL1FVq-RN_Ajpeey-o87uksmo3a4/w640-h240/Relationships.png" width="640" /></a></div><br />
Although to begin with, some of these relationships might be challenging
or outside of your comfort zone, it's important to work on your skills
to build these relationships to increase your confidence and the way
you’re perceived in the organisation.<br />
<br />
<b>Rights & responsibilities</b><br />
As you grow in your relationships with others in the organisation, it’s
important to remember that you have rights in any working relationship,
and also responsibilities. And, of course, the other person also has
their own rights and responsibilities.<br />
<br />
If you find a relationship challenging, then it’s worth remember the rights that you have. These are things like:<br />
<p></p><ul><li>The right to be treated with respect.</li><li>The right to be listened to.</li><li>The right to have your ideas considered.</li><li>The right to speak up for your team.</li></ul>
<br />
At the same time, you should think about your responsibilities in this relationship. Your responsibilities are things like:<br />
<ul><li>The responsibility to treat others with respect.</li><li>The responsibility to listen to others.</li><li>The responsibility to consider other people’s ideas.</li><li>The responsibility to consider the needs of other people’s teams.</li></ul>
Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Oxford, Royaume-Uni51.7520209 -1.257726323.441787063821153 -36.4139763 80.062254736178843 33.8985237tag:blogger.com,1999:blog-4047886674243471848.post-45300367459761007892023-08-16T02:17:00.004-07:002023-08-16T02:17:00.141-07:00Motivating your team<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgY2i8HZRMBMWyD7JvVLl-An2oPbZE9XTGVKZwhaNf_Ht1zS_UWRs5oCsW26P3yL_owdU1_JHz_Y55WrAadOT8yPerMGzpiWmgUQ_-wBFk4guoRPLz4nF-3Rg4LLulXAnAzJxuQlKNARKmMvJAGuTBazdiWi7pUMoEVY2VMwFAIXWDPsw8fImhzUNYnXLU/s4000/AdobeStock_61487295.jpeg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="3000" data-original-width="4000" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgY2i8HZRMBMWyD7JvVLl-An2oPbZE9XTGVKZwhaNf_Ht1zS_UWRs5oCsW26P3yL_owdU1_JHz_Y55WrAadOT8yPerMGzpiWmgUQ_-wBFk4guoRPLz4nF-3Rg4LLulXAnAzJxuQlKNARKmMvJAGuTBazdiWi7pUMoEVY2VMwFAIXWDPsw8fImhzUNYnXLU/s320/AdobeStock_61487295.jpeg" width="320" /></a></div><br />Although people are motivated by different things, there are 4 which apply to most people, although different people will attach different importance to these. Daniel Pink explains it as follows:<p></p><ul style="text-align: left;"><li><b>Autonomy:</b> People are happy to be given a goal, but would prefer to work towards it in their own way rather than being micro-managed.</li><li><b>Mastery:</b> People want the opportunity to become an expert at something, and to have that expertise recognised by others.</li><li><b>Purpose: </b>People want to understand the point behind their work, and what higher purpose they are contributing to.</li></ul><p>I also think <i>money</i> is in the mix as well. People need enough money to live a reasonable lifestyle. They
might have different financial needs at different points in their life.</p><p>As a leader, you need to motivate your team members. Although people have individual motivational needs, they are likely to respond to these generalisations.</p><p>Good practice is to ask people what motivates them. Some leaders are uncomfortable asking that as they feel they should know already, but It’s a great question to really get your approach right for your team.<br /><br /></p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Reading, Royaume-Uni51.455120099999988 -0.978747523.144886263821142 -36.1349975 79.765353936178826 34.1775025tag:blogger.com,1999:blog-4047886674243471848.post-18831264026263908742023-08-07T23:42:00.004-07:002023-08-07T23:42:00.140-07:00Understanding where problems (and opportunities) have come from<p>If you can understand the conditions which caused a problem to develop or an opportunity to come along, then you’ll be able to think about how you can replicate those conditions (for opportunities), or change them (for problems). For example, if you realise that an opportunity presented itself which you were only able to take advantage of because of your proactive recruitment strategy, you’ll want to continue that strategy in the future.</p><p><b>5 Whys</b><br />The 5 Whys technique encourages you to look not at superficial causes, but to look deeper for root causes. For example, imagine you’re waiting for a train and an announcement comes over the loudspeaker saying:</p><p style="text-align: center;"><i>“Your train is delayed due to the late arrival of a preceding service.”</i></p><p>You likely find this frustrating because it’s not a real reason for the delay – you want to know why the preceding service was running late.</p><p>The idea with 5 Whys is that you keep asking “why?” until it feels like a daft question. This is likely to be around 5 times. The root cause analysis might then look something like this…</p><p>1. Your train is late because of the late arrival of a preceding service<br />2. The preceding service was delayed due to leaves on the line<br />3. There were leaves on the line because they hadn’t been cleared properly the night before<br />4. They hadn’t been cleared because the equipment had broken down<br />5. The equipment broke down because it hadn’t been services at the prescribed intervals</p><p>So what’s the conclusion here? Failing to service leaf-clearing machines causes delays to trains. And that’s what 5 Whys is all about.</p><p><b>Ishikawa diagram</b><br />The 5 Whys technique is a great tool to look more deeply at the root causes of problems, but it has a drawback: it tends to lead you along a route to identify only one root cause. In fact, there could be multiple causes to be addressed for the future, both for problems and opportunities.<br /><br />An Ishikawa diagram helps to expand the view of root causes.<br />You can populate the “bones” of the fish with a selection of Ps:</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiY4K1xjuepmRgtDv8li9B0-E9UZ-gJdzwWFPER6e55PNp_9rqeosYWirJj9dN_g5PZUsyapqIeevuzm5M6t4hF78xyVXZ9yUTgIKU_jefFOP3K1whfVXd5L__621daR6q6qWTAP7KWtQv4As843Cj7juHVw1Xq76eTTpDmUxKwNa4xup2aCJw25hG9Cb8/s570/Picture3.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="223" data-original-width="570" height="250" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiY4K1xjuepmRgtDv8li9B0-E9UZ-gJdzwWFPER6e55PNp_9rqeosYWirJj9dN_g5PZUsyapqIeevuzm5M6t4hF78xyVXZ9yUTgIKU_jefFOP3K1whfVXd5L__621daR6q6qWTAP7KWtQv4As843Cj7juHVw1Xq76eTTpDmUxKwNa4xup2aCJw25hG9Cb8/w640-h250/Picture3.png" width="640" /></a></div><p>• People<br />• Parts<br />• Product<br />• Plant<br />• Parameter<br />• Place<br />• Process<br />• Price</p><p>And you’re not limited to just one level on each bone – if you combine this with the 5 Whys concept, then you can achieve a very comprehensive insight into where problems and opportunities come from.<br /><br /></p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Bath, Royaume-Uni51.3781018 -2.359682723.067867963821158 -37.5159327 79.688335636178849 32.7965673tag:blogger.com,1999:blog-4047886674243471848.post-30641050138578305022023-07-31T08:19:00.004-07:002023-07-31T08:19:00.149-07:00Critical thinking - scanning the environment<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjGrUzIXcjsLah4zYrCkPtDqwjnr1YUF_DooV-Afy_ay2LgWYcLEtiCr9TBdU7NFphNcaT_vsaP8yM94JbVATmpYzaJ4qFjbgRQmXNoBvadPPGZUyXtSBip14M9kx8paVhys1BQSkLkvyKTyxZyqlC6se-j4jkvKMXftmekGCmYazw8GAgb6se5UgVrJ_M/s6000/AdobeStock_100184895.jpeg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="4000" data-original-width="6000" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjGrUzIXcjsLah4zYrCkPtDqwjnr1YUF_DooV-Afy_ay2LgWYcLEtiCr9TBdU7NFphNcaT_vsaP8yM94JbVATmpYzaJ4qFjbgRQmXNoBvadPPGZUyXtSBip14M9kx8paVhys1BQSkLkvyKTyxZyqlC6se-j4jkvKMXftmekGCmYazw8GAgb6se5UgVrJ_M/s320/AdobeStock_100184895.jpeg" width="320" /></a></div><p>The first place to look for opportunities and problems is within the
organisation. For this, you can use a STACK analysis to get a good
understanding of the current situation in the business.<br />
</p><p></p><ul><li>Strategy</li><li>Tolerance for risk & change</li><li>Available resources</li><li>Configuration</li><li>Knowledge & skills</li></ul>
A STACK analysis helps us to do a few things:<br />
<ul><li>Get a good understanding of the current state of the organisation and its readiness to implement change</li><li>Understand how well-aligned the organisation is from the top, where strategy is developed, down to individual contributors</li><li>Consider whether there are sufficient resources to take actions you need</li><li>Identify whether the way the organisation is set up would be helpful to grasping opportunities or addressing problems</li><li>Understand whether additional expertise might need to be brought in from outside.</li></ul>
Once you’ve understood the internal situation in the organisation, it’s
time to look at whats going on externally which could affect your
strategy. For this, we can use a STEELPEC analysis.<br />
<ul><li>Socio-demographic</li><li>Technical</li><li>Economic</li><li>Environmental</li><li>Legal</li><li>Political</li><li>Ethical</li><li>Commercial</li></ul>
A STEELPEC analysis looks at the external factors which could impact an
organisation, either at the current time or on the horizon. There are
two key points about these factors:<br />
<ol><li>They are outside of your control</li><li>This is a neutral analysis – what’s good for one organisation could be challenging for another.</li></ol>
The important thing is to be aware of what’s going on. Then, you’ll be
best-placed to react to problems or opportunities which come along.Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Bath, Royaume-Uni51.3781018 -2.359682723.067867963821158 -37.5159327 79.688335636178849 32.7965673tag:blogger.com,1999:blog-4047886674243471848.post-29915542273364394442023-07-25T08:04:00.004-07:002023-07-25T08:04:00.150-07:00Why you need to think critically as a leader<p><!--[if !mso]>
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</p><div class="MsoNormal" style="text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;"></span></div><p class="MsoNormal" style="text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;"></span></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjy-R7b24r85-eeOBY7Spxmnczlx-iGkGw6BpYTTqsBmJDAqho2MvjTz_qBlZVSKpDu6-SVKpGJ24qXMOFdSUXHMY-8qQJAN8KSuCxZZSV4tgK5Pv3pJZDz9fXXEbb9S-702aoVpMIujX64-cU14XgIdrGIGwUiF-Z5z8dNZvxK7M1w2_YEt5L3DfXCihY/s649/Picture2.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="387" data-original-width="649" height="191" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjy-R7b24r85-eeOBY7Spxmnczlx-iGkGw6BpYTTqsBmJDAqho2MvjTz_qBlZVSKpDu6-SVKpGJ24qXMOFdSUXHMY-8qQJAN8KSuCxZZSV4tgK5Pv3pJZDz9fXXEbb9S-702aoVpMIujX64-cU14XgIdrGIGwUiF-Z5z8dNZvxK7M1w2_YEt5L3DfXCihY/s320/Picture2.png" width="320" /></a></div><p>Remember, the internal and external environments are constantly changing. The organisations which react best to these changing circumstances are the organisations who will thrive whatever the conditions.</p><p>It’s important to remember certain characteristics which connect opportunities and problems with time: the longer you leave them unaddressed, the benefit of advantages decreases, and the impact of problems increases.<br /><br />What this means, is that to take advantage of any situation in the work environment, speed is of the essence – you need to spot opportunities and problems more quickly, and take action once you’ve identified them.</p><p></p><p></p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Bristol, Royaume-Uni51.454513 -2.5879123.144279163821153 -37.74416 79.764746836178844 32.56834tag:blogger.com,1999:blog-4047886674243471848.post-56400132840772806252023-07-18T02:27:00.002-07:002023-07-18T02:27:00.151-07:00Critical thinking styles<p>One of the key elements of your role as a leader, is to think critically
about the situation around you and ahead of you in the organisation,
and make any adjustments you can to maximise your team’s performance
whatever the environment.<br />
</p><p style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj4pNU8tcq7OEuol1gQRDlkdbyCcxRt9yIuovxw8pd0Wq5i7I4MP7_wdYD-aDq2TFyeSv9Gs3v5Xp0NOfRvrSTBf45SqS8j49NkJSdoeYOfAxYrFfWZH4XJrfF2XnmOynRwMhieKTqDpKn9lDy63Do8t8ZJlbgMGcs51OsJkTsR-E02ul_YkhAMjY7YlZo/s6589/AdobeStock_264222381.jpeg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="4608" data-original-width="6589" height="224" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj4pNU8tcq7OEuol1gQRDlkdbyCcxRt9yIuovxw8pd0Wq5i7I4MP7_wdYD-aDq2TFyeSv9Gs3v5Xp0NOfRvrSTBf45SqS8j49NkJSdoeYOfAxYrFfWZH4XJrfF2XnmOynRwMhieKTqDpKn9lDy63Do8t8ZJlbgMGcs51OsJkTsR-E02ul_YkhAMjY7YlZo/s320/AdobeStock_264222381.jpeg" width="320" /></a><br /></p><p>
Critical thinking is the ability to analyse a situation to get the best
outcome, making reasoned decisions which are logical and well
thought-out. It’s about how to follow your instinct confidently.<br />
To be a great critical thinker, it’s not just about analysing
situations. There are 5 distinct thinking styles which you need to
employ as you look to take advantage of any situation. Those styles, in
chronological order, are:<br />
<br />
• Reflective: Understanding what’s happened in the past to bring you to where you are today.<br />
• Strategic: Setting a long-term goal of where you’d like to be, with a high-level idea of how to get there.<br />
• Creative: Developing creative, innovative ideas to achieve the strategy through your team.<br />
• Tactical: Forming a clear plan of how to implement your creative ideas.<br />
• Implicative: Analysing the positive and negative implications of
your plan before taking any actions to avoid any unintended
consequences.<br />
<br />
Many people have a preference for one style over the other, but all are
important as a leader. Each style has advantages and disadvantages, so
it’s important to get comfortable with all styles, and to employ them at
the right time.</p><br />Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Bristol, Royaume-Uni51.454513 -2.5879123.144279163821153 -37.74416 79.764746836178844 32.56834tag:blogger.com,1999:blog-4047886674243471848.post-69509890506326282312023-07-10T15:40:00.003-07:002023-07-10T15:40:00.148-07:00Working strategically with your team<p>I’ve talked in the past about having a vision for your team – this describes where you want the team to be at a set point in the future, and should guide all decisions you make with and about your team.</p><p>This team vision fits into a wider strategic approach to running your team – you need a strategy for what the team will achieve, and you also need to ensure that the team strategy is aligned with strategies above you in the organisation.<br /><br />Organisational strategy works something like this…<br /> <br /></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjBjvmv1lnzQwAMuqdo_XLUXsckToYUV97LgbX-AaJA_bb01Opg8nVLokEebWMhRAQkQjA3P_LzB4V0cQODNPkDOi6GevTmsFH_84dwWhNFL35mjD59p0_UTkTSJCvWTxsN68m9qYMF9D6FCeruCEgqh9jKTg3hGIOh-xD-meQdjM8aN_OGzr_Jx4AfYmk/s634/Picture1.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="360" data-original-width="634" height="182" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjBjvmv1lnzQwAMuqdo_XLUXsckToYUV97LgbX-AaJA_bb01Opg8nVLokEebWMhRAQkQjA3P_LzB4V0cQODNPkDOi6GevTmsFH_84dwWhNFL35mjD59p0_UTkTSJCvWTxsN68m9qYMF9D6FCeruCEgqh9jKTg3hGIOh-xD-meQdjM8aN_OGzr_Jx4AfYmk/s320/Picture1.png" width="320" /></a></div><p><br />There’s an organisational strategy set from the top. There are then X number of divisional strategies which feed down from this. The sum of all the divisional strategies should achieve the organisational strategy. The next level down is team strategies, and even within your team, you could have functional strategies: the individual tasks and KPIs for each team member.</p><p>A solid organisational approach to strategy means that all the lowest level parts, when combined, achieve the organisational strategy. Your job as a leader is to make the link.</p><p>This can become a problem if you don’t have the strategy adequately communicated to you from above. If this is the case, you need to take ownership for finding out the strategy from above so that you can set your team and functional strategies to effectively achieve the strategy above yours.</p><p><b>What exactly is a strategy?</b></p><p>A strategy is a plan for how you’re going to get from A to B. A is “where you are now” and B is “where you need to be”. The first thing you need to know is what A and B are (often called your As-Is and your To-Be). Then you need to think about how to bridge the gap.<br /> <br /><b>Achieving the To-Be</b></p><p>There are 4 key areas to think about as you look to get from your As-Is to your To-Be. These will help you to get to where you need to be.<br /><br />• Assess: First, you need to assess the current situation to accurately understand your<br />As-Is.<br />• Plan: Next, you need to map out the steps required to get from where you are, to <br />where you want to be.<br />• Act: Once your plan is in place, you need to act on that plan by communicating it <br />to your team and monitoring their actions.<br />• Review: Finally, you need to review how you and the team performed against the <br />plan to help you to perform as well, or even better, next time.</p><p>These are the 4 key elements of getting from where you are (your As-Is) to where you want to be (your To-Be). And remember, that these should all be aligned to the strategies coming down to you from above.</p><p>Of course, this isn’t a one-off exercise. Strategic initiatives are likely coming regularly from above, so as a leader, you need to put plans in place to achieve these over time. Remember: you’re a conduit for the information which your team should know, and a cushion from any disruption from above.<br /> <br /><b>Plan in depth</b></p><p>A large part of planning is about breaking down the gap between your As-Is and your To-Be into manageable chunks. But for a leader, there’s more to it than that. You also need to put guidelines in place for your team to follow to keep them on track towards their own functional strategy so that you can operate consistently and measurable.</p><p>For many teams, this involves putting in place 3 things:</p><p>1. Targets<br />2. KPIs<br />3. Standards</p><p><b>Targets</b></p><p>For a sales team, targets usually come from above, and they’re in general pretty simple to calculate. You take the number expected of your team from above, and you divide it between the number of people in your team. You then weight this according to various factors such as:</p><p>• Territory<br />• Level of experience<br />• Role within the team<br />• Customer base</p><p>It’s common to add on a percentage as a buffer as well, to stretch the team and maximise the chance of achieving what you need to as a group.</p><p><b>KPIs</b></p><p>These are the behaviours you’ll see from people which suggests they will hit their targets. These should be based on historical data and include things such as:</p><p>• Number of new leads identified<br />• Number of phone calls made<br />• Number of emails sent<br />• Number of meetings attended</p><p>You’ll notice a constant here… it’s all about the numbers!</p><p><b>Standards</b></p><p>These are softer measures of success, which contribute towards things like:</p><p>• Creating a strong team culture<br />• Giving the right impression to customers<br />• How the team is perceived from outside</p><p>For a leader, standards give the biggest flexibility to align required behaviours with your own leadership style.</p><p>Standards might be less tangible than targets or KPIs, but they can have a big impact on the team.</p><p>As you’re thinking about what appropriate standards there could be for your team, there are certain questions you could ask yourself:</p><p>• What would be acceptable standards to set?<br />• What standards would lead to acceptable performance?<br />• What “red lines” would you have for standards which would prompt urgent intervention?<br />• How would you address a general decrease in standards?</p><p>Key points on targets, KPIs and standards are that these 3 items should become performance benchmarks for your team. As you set them, you should stretch what’s possible, and as you lead the team, you should take action where necessary.<br /></p><br />Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Oxford, Royaume-Uni51.7520209 -1.257726323.441787063821153 -36.4139763 80.062254736178843 33.8985237tag:blogger.com,1999:blog-4047886674243471848.post-67024053395825319902023-07-03T22:00:00.006-07:002023-07-03T22:00:00.149-07:00Using the right persona in the right situation<p>Here's a follow-on from last week's post about <a href="https://blog.knowledgebites.co.uk/2023/06/the-3-personas-of-leader.html " target="_blank">the 3 leadership personas</a>...</p><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRTCcbvNtMTi-9dGjUbIOL3lqb_dvgtI8lqALPCC_pixqZg-oQaxGUa5uxwL-Zx99lPUICrgO6RVYVaYMOPafZCRJ96vLoSUaDGTWNW2gsHBsgsx6hkF5WZT0UMKW0_FNkh9kQoPIUbtllTa2vJP0hQ6QsMPCgfKMhtAA5jTm0GCL95MNXuLI4ece8dcc/s5394/AdobeStock_86038565.jpeg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="3596" data-original-width="5394" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRTCcbvNtMTi-9dGjUbIOL3lqb_dvgtI8lqALPCC_pixqZg-oQaxGUa5uxwL-Zx99lPUICrgO6RVYVaYMOPafZCRJ96vLoSUaDGTWNW2gsHBsgsx6hkF5WZT0UMKW0_FNkh9kQoPIUbtllTa2vJP0hQ6QsMPCgfKMhtAA5jTm0GCL95MNXuLI4ece8dcc/s320/AdobeStock_86038565.jpeg" width="320" /></a></div>Now that you understand the 3 critical personas, it’s up to you to
decide when you should be using each to get the best performance from
your team. There are different requirements of your employees as they go
through their working week.<br />
<br />
Taking a sales team as an example, they might sometimes need help to
plan strategically, or advice on how to spot opportunities and problems
for their clients in order to open up sales opportunities. Sometimes
they might need to be coached on how to approach a sales call or
meeting, and will need feedback afterwards. And other times they’ll need
you to step in directly to share your own sales experience to help them
close a deal.<br />
<br />
Over time, you should look to reduce the amount of time you spend being
the expert and increase the time you spend being a manager and a leader.
Try to aim for a 40/40/20 split between leader, manager and expert. If
you can achieve that, you’ll be helping your team to become more
self-sufficient, and you’ll free up your own time to concentrate on more
strategic, high-value tasks.<br />
<br />
<b>Your role as a conduit and a cushion<br />
<br />
</b>As a leader, you need to do many things. One of the less obvious
aspects of your role, but a very important one, is to be a conduit and a
cushion for your team. There are many messages coming down from above.
Some are appropriate to communicate to your team whilst others are not.<br />
<br />
There are also pressures from above. To an extend, the team often needs
to know about these pressures, but not always. Your job, is to decide
which messages should be cascade down, and when the appropriate time is
for this to happen. You’re also there to cushion your team when there’s
disruption above so that they can concentrate on their core job.<br />
<p></p><br />Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Birmingham, Royaume-Uni52.486242999999988 -1.89040124.176009163821142 -37.046651 80.79647683617884 33.265849tag:blogger.com,1999:blog-4047886674243471848.post-15670884979567187372023-06-27T02:22:00.003-07:002023-06-27T02:22:00.144-07:00The 3 personas of a leader<p>If you've been a leader for at least a few months, you’re probably beginning to notice a few things about your “new normal”. These might include:<br />• There are different facets of your role<br />• You need to use a different approach in different situations at work<br />• You still do your “day job”<br />• You feel that you have more to do, but no extra time to do it in. But that’s life…!</p><p>Now you’ve recognised these things, it’s time to start thinking about the different elements of your role (I like to call them “personas”), which to employ each, and what that looks like.</p><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgKot3IgI3qoQ4zJjOuPdi6pHo2WwYZVfURW84TJaV44XWE5d25ZwMRtXmYMk2rf1eHd5nIMKFz6KelhFxkQlVnava2TMRmf7AkG60NHmYPiTvffcJlMFaChGUDm-8HgqibGA5WordpeB9pD-47JvIjxxc2mqDOncRIwxQBOeyPeCSFZ6QiT1e_XTt2VmQ/s4140/expertise-ability-experience-knowhow%20-%20Copy.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="4079" data-original-width="4140" height="315" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgKot3IgI3qoQ4zJjOuPdi6pHo2WwYZVfURW84TJaV44XWE5d25ZwMRtXmYMk2rf1eHd5nIMKFz6KelhFxkQlVnava2TMRmf7AkG60NHmYPiTvffcJlMFaChGUDm-8HgqibGA5WordpeB9pD-47JvIjxxc2mqDOncRIwxQBOeyPeCSFZ6QiT1e_XTt2VmQ/s320/expertise-ability-experience-knowhow%20-%20Copy.jpg" width="320" /></a></div><br /><b>Persona 1: Leader</b><br />Being a leader is about setting the vision for your team. It’s about know where you are as a group and where you want to get to. It’s also about thinking about what needs to happen to achieve that. This is about knowing your vision and making sure every decision you make supports that vision. It’s the leader who thinks about setting motivational targets, KPIs and standards for the team to drive performance.<p></p><p>It’s also about motivating people towards that vision, and spotting external or internal events which could help or hinder you on the way. The more you’re aware of, the more power you have to control your team’s direction.</p><p><br /><b>Persona 2: Manager</b><br />Being a leader is about managing the day-to-day for your team. It includes things like setting personal development objectives with individuals, delegating tasks, monitoring performance, coaching for improvement, and delivering feedback.</p><p>Management also includes creating performance improvement plans, and intervening appropriately when things don’t go to plan. The manager persona supports the leader.</p><p><br /><b>Persona 3: Expert</b><br />You got your leadership role by being great at your previous job – by being an expert. Now that you’re in a leadership position, expert is still an important part of your role (team members will come to you for technical advice), but it’s something which you need to keep in check. It’s too easy to fall back on this part of your role, because it’s familiar, and you know you’re good at it. However, if you over-do expert, this can cause a number of problems:</p><p>• Your team feels micro-managed<br />• You don’t allow individuals in your team to develop<br />• Your time is sucked into answering technical questions rather than the important manager and leader tasks<br />• “Team expertise” becomes stale because you’re not actively using people’s knowledge<br /><br /></p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Birmingham, Royaume-Uni52.486242999999988 -1.89040124.176009163821142 -37.046651 80.79647683617884 33.265849tag:blogger.com,1999:blog-4047886674243471848.post-84402347436515832822023-06-19T22:30:00.006-07:002023-06-19T22:30:00.144-07:00Developing your own skills as a leader<p>As a leader, you often don't benefit from the same level as support as your team do. For that reason, you need to be a little more self-sufficient about developing your own skills. Here are some ideas to help you do that...</p><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiJ3zJw7pOlXokRy90AhEkD-cCL9ZkIAMN4zU1GY1ij_OuvX9uW4lZS8N_i25a6zZf3Hsl624SkTnInCymqOaNUTchGeT-fg9PeEIzqyL29SwjNhC6fwBfbHEFv33gG9jFDW008PKuO6n2HTshpCR6dtZsc4jM8y0STTd1JGbnj9VViAVZlSSU_2vws/s6589/AdobeStock_264222381.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="4608" data-original-width="6589" height="224" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiJ3zJw7pOlXokRy90AhEkD-cCL9ZkIAMN4zU1GY1ij_OuvX9uW4lZS8N_i25a6zZf3Hsl624SkTnInCymqOaNUTchGeT-fg9PeEIzqyL29SwjNhC6fwBfbHEFv33gG9jFDW008PKuO6n2HTshpCR6dtZsc4jM8y0STTd1JGbnj9VViAVZlSSU_2vws/s320/AdobeStock_264222381.jpeg" width="320" /></a></div><p></p><p>There are 2 topics in this article:<br /></p><ol style="text-align: left;"><li>Asking for feedback</li><li>Proactively developing new skills</li></ol><p><b>How to ask for feedback</b><br />Most people would agree, that when it’s delivered well and fairly, feedback is incredibly helpful. Our definition of feedback at Navanter is:<br /></p><p style="margin-left: 40px; text-align: left;"><i>Shining a light on something, positive or negative, that the other person isn’t aware of, and the impact their actions is having on their work.</i><br /></p><p>If you take this definition, then you should always want feedback, because it stops you doing things which make you look bad, and it gets you the appreciation and recognition you deserve when you do something well.</p><p>Feedback is also just one person’s view on something, and not necessarily a balanced assessment of your performance.</p><p>To ask for feedback (and use it), you should do some initial preparation, then have the feedback conversation.</p><p>Initial preparation:<br /></p><ul style="text-align: left;"><li>Review your objectives</li><ul><li>Consider your performance against those objectives</li><li>Prepare questions to get another person’s point of view</li></ul><li>The feedback conversation</li><ul><li>Ask your questions</li><li>Accept the feedback (even if you disagree)</li><li>Assess the feedback</li><li>Act on what you’ve learnt (if appropriate)</li></ul></ul><p><b>How to acquire new skills</b><br />As well as receiving feedback from the people you work with, you will probably recognise as you go through your career that there are certain new skills you need as you develop.</p><p>Acquiring new skills doesn’t necessarily come from reading a book or attending a training course. There are other ways which can be more effective, depending on the type of skill.<br /> <br />Here’s Navanter’s process for successfully acquiring a new skill when you need it:<br /></p><ol style="text-align: left;"><li>Define clearly the skill you need to acquire</li><li>Set personal expectations</li><li>Learn the theory… briefly</li><li>Get the expert view</li><li>Practise the skill</li><li>Analyse your results and tweak your plan </li></ol><p>If you follow this process, you can gradually add to your skill set on the job as the need arises, and ensure you continue to grow in your career.<br /></p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Manchester, Royaume-Uni53.4807593 -2.242630525.170525463821157 -37.3988805 81.790993136178855 32.9136195tag:blogger.com,1999:blog-4047886674243471848.post-74501799754491457842023-06-11T23:00:00.005-07:002023-06-11T23:00:00.141-07:00Making decisions<p>Here's the next part of our series on leadership skills...</p><p>There's an ongoing trend in organisations at the moment for decisions do be made further down the organisation where appropriate. As a leader, you’re going to need to take decisions, either alone or with others, so you’ll need to techniques in this section to ensure your decision is a strong one.</p><p><b>The Impact-Ability matrix</b><br />This is a particularly helpful tool to take the subjectiveness out of making decisions. It helps you to take an unbiased view by considering two elements:</p><ol style="text-align: left;"><li>The impact your chosen path will have on the team, organisation or problem.</li><li>How easy it will be to action the decision once made.</li></ol><p>The matrix is a simple 4-box grid:</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgcPQPJecXqbuBZ9K6G_k3lf2ANzlhP9NwCeqeO97EuYwGmuNxmB_T8pehFktZoA3K3D7uUjQwgS0as9ZxYNDwnapDBW6ze1k9VT6_x5YtDspX4ztiZk-iJeUiVeIshzPoBhVivphUeLqn_lmAJb23JrdF7RzBN2X5MEj6DsAYKyI1wuNkSl2w8gXIC/s481/Impact-Ability%20matrix.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="481" data-original-width="481" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgcPQPJecXqbuBZ9K6G_k3lf2ANzlhP9NwCeqeO97EuYwGmuNxmB_T8pehFktZoA3K3D7uUjQwgS0as9ZxYNDwnapDBW6ze1k9VT6_x5YtDspX4ztiZk-iJeUiVeIshzPoBhVivphUeLqn_lmAJb23JrdF7RzBN2X5MEj6DsAYKyI1wuNkSl2w8gXIC/s320/Impact-Ability%20matrix.png" width="320" /></a></div><p>You plot your options on the grid according to the two axes, then you select the option(s) nearest to the top-right corner as your “good ideas” to take forward.</p><p><b>Identifying risks<br /></b>So you’ve made your decision… except you haven’t tested it at all to check for problems.<br />A major consideration for many managers and leaders at the moment is management of risk. People, particularly senior leaders, what to know what could go wrong (and any actions to mitigate the risk) before taking any actions or making any investment in pursuing an idea.</p><br /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi7Kf8VFeoVkHjd7aFZoDTOO5SVxe3YxV9vF0P0fH-RwXgEQIoivsa2BV-Xm87UK0implLQvmB0HvPYzRG5REDeafqEr3PE6QsId4y3IfnwE20FKCXsptF_RzFMM_lXTHqcls_2i1dYYgbIR21EZFFTu8Tbi1YGIqkpje8k30TQwPBrV_5sGMMq0ffA/s356/Risk%20Management%20Grid%20(with%20answers).png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="317" data-original-width="356" height="285" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi7Kf8VFeoVkHjd7aFZoDTOO5SVxe3YxV9vF0P0fH-RwXgEQIoivsa2BV-Xm87UK0implLQvmB0HvPYzRG5REDeafqEr3PE6QsId4y3IfnwE20FKCXsptF_RzFMM_lXTHqcls_2i1dYYgbIR21EZFFTu8Tbi1YGIqkpje8k30TQwPBrV_5sGMMq0ffA/s320/Risk%20Management%20Grid%20(with%20answers).png" width="320" /></a></div><p></p><p>There are 2 steps to working with risks:</p><ol style="text-align: left;"><li>Identifying the risks</li><li>Responding to the risks</li></ol><p>Once you’ve thought through anything that could go wrong as a result of the decision you’ve made, you need to think about options to address those. Plot your risks on the grid by:<br /></p><ul style="text-align: left;"><li>Probability: Likelihood of the risk taking place</li><li>Impact: How problematic if would be if it did take place</li></ul><p>Then, use the appropriate response from the grid:<br /></p><ul style="text-align: left;"><li>Transfer: Transfer the risk to someone else, through using contractors or insuring.</li><li>Avoid: Change your decision to avoid the risk being able to happen.</li><li>Mitigate: Make changes to reduce the probability and impact.</li><li>Accept: This is a low-importance risk – just keep an eye on it.</li></ul><p>In real life, not every risk will be suitable for every response, so if the response shown by the grid isn’t appropriate for your particular risk, use one of the other approaches.<br /></p><p><b>Looking for unexpected negatives<br /></b>Finally, before finalising your decision, you should look for any unintended negative impacts from the decision you’re making. This is different from risks, as they’re known quantities which will definitely happen, rather than unpredictable events.</p><p>To do this, you should consider negatives in 4 areas:</p><ol style="text-align: left;"><li>Employees</li><li>Customers</li><li>Suppliers</li><li>Strategy</li></ol><p>So there you go, you're now fully equipped to make decisions as a leader! <br /></p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Oxford, Royaume-Uni51.7520209 -1.25772635.8340698784936151 -71.5702263 90 69.0547737tag:blogger.com,1999:blog-4047886674243471848.post-39537063000763642852023-06-04T23:37:00.005-07:002023-06-04T23:37:00.140-07:00Running an engaging team meeting<p><b>Running an engaging meeting</b></p><p><b></b></p><div class="separator" style="clear: both; text-align: center;"><b><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgT4MdKk1TKO_8TAUugMYHQ9lh3mcXx4clOS9hlLTeEgIpflIDDuxuV_5vuFVGpYynZLmp7vtzsmraPFLixG2WD1U9iZmE8w91aFS2rxTYM0iIDM-1l6Nn6fQRwJP1D5lN9bYx1Vtrg1LjiQ6R2iWZ0yj5hicwdxriShPDWCCvZL-cgvYHZ2w685bFk/s5760/AdobeStock_110484461.jpeg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="3841" data-original-width="5760" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgT4MdKk1TKO_8TAUugMYHQ9lh3mcXx4clOS9hlLTeEgIpflIDDuxuV_5vuFVGpYynZLmp7vtzsmraPFLixG2WD1U9iZmE8w91aFS2rxTYM0iIDM-1l6Nn6fQRwJP1D5lN9bYx1Vtrg1LjiQ6R2iWZ0yj5hicwdxriShPDWCCvZL-cgvYHZ2w685bFk/s320/AdobeStock_110484461.jpeg" width="320" /></a></b></div><b><br /></b>Unfortunately, if you ask most people in
any organisation, they’ll likely tell you that they attend too many
meetings. The first key element in an engaging meeting is knowing what
the meeting needs to achieve. If you don’t spell this out, then the
meeting lacks direction, drags on too long, and people don’t see the
point in being there.<br />
<br />
<b>Desired Outcome Statement</b><br />
A Desired Outcome Statement is a short, SMART (Specific, Measurable,
Agreed-upon, Realistic, Time-constrained) statement which shows you what
you want to happen at the end of your meeting. An example could be:<br />
<p></p><blockquote><i>By the end of this meeting, we will have an agreement on
the current status of our sales, and five actions to give sales a boost.</i><br />
</blockquote>
Having a statement of this sort in place at the beginning of planning
for your meeting enables you to build the entire event with this in
mind, including:<br />
<ul><li>Setting the topic</li><li>Inviting the right people</li><li>Engaging the right people in advance</li><li>Considering the format of the meeting</li></ul>
It also enables you to check in at regular points throughout the meeting
with the participants to get a mutual assessment on whether the meeting
is on track, minimising wasted time and getting actions to happen as
soon as possible.<br />
<br />
<b>Generating ideas at the meeting</b><br />
There are a number of techniques which you can use to encourage people
to generate ideas in your meetings. A popular choice is Reverse
Brainstorming.<br />
<br />
Whereas people can find it hard sometimes to come up with ideas to solve
a problem or address an opportunity, they generally find it easy to
come up with bad ideas. Reverse Brainstorming is a fun and effective
technique to get people talking and thinking proactively about a
problem. It works like this:<br />
<ol><li>Agree with the group what the problem is that needs to be addressed</li><li>Ask the group to come up with as many ideas as they can to make the problem worse</li><li>Get them to find opposites of these “bad ideas”</li><li>These become your good ideas to take forward for further discussion</li></ol>
<b>Forcing Associations</b><br />
Most useful for improving an existing product or service, or creating a
new one, this is a technique which tends to bring a large number of new
ideas.<br />
<br />
Consider the product or service you’re trying to improve, then pick a
random object. This could be anything – a chair, a biro, a mobile phone.
Consider the attributes of that random object, and see how you could
apply those to your product.<br />
<br />
For example, if you were an events company and you associate your event
with a digital watch, would there be a way you could create a mobile
phone app for your event which gave a 5-minute countdown before the
start of the next seminar?<br />
<br />
<b>Building an ideas business case</b><br />
Whichever technique you use to generate ideas from your meeting
participants, you need to ensure that something actually happens with
your idea at the end of the meeting. To do this, there are certain
things you should to your (formal or informal) meeting agenda:<br />
<ul><li>Who are the stakeholders and what should we ask/tell them?</li><li>What are the specific action steps needed?</li><li>What resources do we require?</li><li>What are the risks and how can we overcome them?</li><li>What’s the ratio between the cost and the benefit</li></ul>
Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0tag:blogger.com,1999:blog-4047886674243471848.post-75003770727308170792023-05-30T07:12:00.003-07:002023-05-30T07:12:00.152-07:00The NPSI styles: Investigator<p><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">Welcome
back as we finish our journey through the different personality
styles of the Navanter Personality Styles Instrument. If you missed the
previous parts of this section, you can <a href="https://blog.knowledgebites.co.uk/2023/05/the-importance-of-personality-in.html " target="_blank">start here</a>. To take the NPSI test yourself, <a href="https://www.navanter.com/npsi" target="_blank">visit this page</a>.<br /></span></p><p></p><p></p><div class="separator" style="clear: both; text-align: center;"><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiLLZGQMmlU5kwbsNRFY6faZR73Bwci3q6Oqv1kG03VA4XG6BhR4PCgQVcQpvYJwBQsnuG3qaB9wRniFZpYQhT6f0GlZK2zjYHyZdoaZC4zvC7EQK0drkvPlkxzcb7MWrpo4LefA6dbQPH-CtVAS6IoPj1LREvjoIOQQAy7ptslQxAu5Q8EDsgYTpeS/s233/investigator.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="44" data-original-width="233" height="44" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiLLZGQMmlU5kwbsNRFY6faZR73Bwci3q6Oqv1kG03VA4XG6BhR4PCgQVcQpvYJwBQsnuG3qaB9wRniFZpYQhT6f0GlZK2zjYHyZdoaZC4zvC7EQK0drkvPlkxzcb7MWrpo4LefA6dbQPH-CtVAS6IoPj1LREvjoIOQQAy7ptslQxAu5Q8EDsgYTpeS/s1600/investigator.png" width="233" /></a></div><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhAvaajxke1sUqsUN-T3GE38gH-fAtFodm-IURzIpKKRWPjs8hL1Xhg9UmCqefzc9IZadEpe_rK-YU4xLtZCzdoYcZGMV5kJch2GqbCUw7TS-uKT_OeiF7-qPX3A4I-JIvvdww4Yt6nPrV4BPsz4BrF8reUYO3bi5bAzBgjtMHSHERmw8il3Fnjx9yG/s233/realist.png" style="margin-left: 1em; margin-right: 1em;"></a></div><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;"></span><p></p><p><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;"></span></b></p><p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Motivation:</span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;"> Quality and reliability</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">There’s only one way to do something as an <i>Investigator</i>, and that’s the way which is most likely to achieve strong results with a minimum amount of risk, even if this means a longer process. “Shortcut” doesn’t appear in the <i>Investigator’s</i> vocabulary – if a job’s worth doing, it’s worth doing properly. <br /></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Words chosen: </span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Precise and detailed language where appropriate<b style="mso-bidi-font-weight: normal;"></b></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;"><i>Investigators</i> are not particularly verbose under normal circumstances, preferring instead to take a step back and observe rather than rushing in with solutions to problems. However, when something is said, it’s important that it’s said clearly, and <i>Investigators</i> are skilled at using precise language in order to communicate an exact idea to others. This precision can result in the Investigator being over-detailed, which runs a risk of the other person switching off before the end, so missing the point of the message. <br /></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Tone of voice: </span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Deliberate and efficient with little emotion evident<b style="mso-bidi-font-weight: normal;"></b></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span style="mso-bidi-font-style: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">For an <i>Investigator</i>, the text of the message will be suitably precise to give clarity of meaning to the other person, and there is little need to allow inflection or dramatic volume shifts to cloud the message. An Investigator often speaks quite slowly in order to ensure the message is understood before moving on to the next point.</span></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Body language:</span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;"> Controlled and precise</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">An <i>Investigator</i> would be great at playing Poker, as they don’t show their emotions readily in their body language. <i>Investigators</i>, with their low-assertive style, prefer only brief eye contact, and can have quite a closed posture. For the <i>Investigator</i> this feels comfortable as it’s better to use a more precise medium to communicate than body language. For other types, this can come across as slightly austere and cold.</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Preferred environment: </span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Neat and organised</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span style="mso-bidi-font-style: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">The <i>Investigator </i>thrives on high-quality work, and this requires order in the workplace to achieve results effectively. The <i>Investigator </i>has a tidy desk with important tools and resources easily at hand. <i>Investigators </i>are very organised, and will know where something is when they need it. <i>Investigators </i>enjoy their personal space.</span></span></p>
<p><br /></p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0London, UK51.5072178 -0.127586223.196983963821154 -35.2838362 79.817451636178845 35.0286638tag:blogger.com,1999:blog-4047886674243471848.post-56583903911538388762023-05-24T00:00:00.001-07:002023-05-24T00:00:00.139-07:00The NPSI styles: Harmoniser<p><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">Welcome
back as we continue our journey through the different personality
styles of the Navanter Personality Styles Instrument. If you missed the
previous parts of this section, you can <a href="https://blog.knowledgebites.co.uk/2023/05/the-importance-of-personality-in.html " target="_blank">start here</a>.</span></p><p></p><p></p><div class="separator" style="clear: both; text-align: center;"><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdxvIP7_ZEa6yyiVUTinjsR5N_AoPY1HLyj0eHSL2MmOkzfPYnPfb7QJJaAJaoq7qdWxnyLJMm7pu_KV-dbKXxZuKaSyltZ8d0wkOwg1Hj0RymkWAu-wSJ20wst1-X-fnz974_36Pd052Hma-PqEsqkOpwt4xsOrd9U3OUFTpCXna5kzHwdmMNB7Ep/s233/harmoniser.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="44" data-original-width="233" height="44" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdxvIP7_ZEa6yyiVUTinjsR5N_AoPY1HLyj0eHSL2MmOkzfPYnPfb7QJJaAJaoq7qdWxnyLJMm7pu_KV-dbKXxZuKaSyltZ8d0wkOwg1Hj0RymkWAu-wSJ20wst1-X-fnz974_36Pd052Hma-PqEsqkOpwt4xsOrd9U3OUFTpCXna5kzHwdmMNB7Ep/s1600/harmoniser.png" width="233" /></a></div></div><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;"><br /></span><p></p><p><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;"></span></b></p><p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Motivation: Low-pressure and comfort for others</span></b></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">The <i>Harmoniser</i> is motivated less by their own feelings of comfort and inclusion, but that of people around them. <i>Harmonisers</i> want to help others where possible, and make an environment in which others feel comfortable and are free to thrive. This desire to make others comfortable means that <i>Harmonisers</i> prefer not to assert themselves, but to give others space to shape their roles and lives.</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Words chosen: </span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Inclusive language creating a shared journey<b style="mso-bidi-font-weight: normal;"></b></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;"><i>Harmonisers</i> prefer not to ask others to do what they wouldn’t attempt themselves, and this desire manifests itself in their inclusive approach to communication. The <i>Harmoniser</i> prefers “we” to “you”, and speaks in a way which coaches others to find their own goals.</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Tone of voice: </span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Calm and thoughtful<b style="mso-bidi-font-weight: normal;"></b></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span style="mso-bidi-font-style: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">When a <i>Harmoniser</i> speaks, it’s much slower and more thoughtful than a <i>Realist</i> or an <i>Idealist</i>. Harmonisers are typically very emotionally intelligent, and their more relaxed pace allows them time to see the reaction their words are having on the other person, thus enabling them to adapt their approach as appropriate for the other party.</span></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Body language:</span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;"> Open and approachable</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">The lower level of assertiveness present in the <i>Harmoniser</i> is clear to see in the way they use their bodies. Movements tend to be slower and more relaxed than some other types, and an open posture encourages participation from others. However, when under pressure, a <i>Harmoniser</i> might close up their bodies in order to protect themselves from even mildly pressured situations. <i>Harmonisers</i> are not great at eye contact.</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Preferred environment: </span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Personal items and collaborative positioning <br /></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span style="mso-bidi-font-style: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">A <i>Harmoniser</i> doesn’t like to draw a personality line between work and non-work life, and for this reason, mementoes and personal artefacts are prevalent in the <i>Harmoniser’s</i> workspace. It’s important for a <i>Harmoniser</i> to feel comfortable, and the dislike for assertive stances means a preference for sitting side-by-side with others than opposite – it’s a more collaborative set-up which avoids uncomfortable, face-to-face positioning. </span></span><i style="mso-bidi-font-style: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;"><br /></span></i></p>
<p><br /></p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0London, UK51.5072178 -0.127586223.196983963821154 -35.2838362 79.817451636178845 35.0286638tag:blogger.com,1999:blog-4047886674243471848.post-78057559963353319062023-05-17T06:12:00.002-07:002023-05-17T06:12:00.149-07:00The NPSI styles: Idealist<p><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">Welcome
back as we continue our journey through the different personality
styles of the Navanter Personality Styles Instrument. If you missed the
previous parts of this section, you can <a href="https://blog.knowledgebites.co.uk/2023/05/the-importance-of-personality-in.html " target="_blank">start here</a>.</span></p><p></p><p></p><div class="separator" style="clear: both; text-align: center;"><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhUg5xtjzTP1uNfgwqUfizIcg170V-LkUCMZJBNJT27LjN3OecQc-Y9xvDFY_tqakEot3gadfOoUolEG-M3ccZSwRCiekyLdLq_9gkm0lwnVvDH-Wj4fRi5EyrFgvlx7Um9VKzXDeNagNnFxclHRHrhDBit-60aLa3C2rB1FnceLRwwJhNLD2a0_tqG/s233/idealist.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="44" data-original-width="233" height="44" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhUg5xtjzTP1uNfgwqUfizIcg170V-LkUCMZJBNJT27LjN3OecQc-Y9xvDFY_tqakEot3gadfOoUolEG-M3ccZSwRCiekyLdLq_9gkm0lwnVvDH-Wj4fRi5EyrFgvlx7Um9VKzXDeNagNnFxclHRHrhDBit-60aLa3C2rB1FnceLRwwJhNLD2a0_tqG/s1600/idealist.png" width="233" /></a></div></div><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;"><br /></span><p></p><p><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;"></span></b></p><p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Motivation:</span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;"> Popularity and team work<br /></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">The <i>Idealist</i> thrives on being popular – it’s important for an <i>Idealist</i> to be liked, and to have the flexibility to complete tasks as they see fit, rather than as others want them to be completed. The <i>Idealist</i> can be hugely enthusiastic to work on a new task, but struggle with the follow-through, which can lead to a long list of half-completed work.</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Words chosen: </span></b><span style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Adjectives and feelings words</span></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;"><i>Idealists</i> a great at motivating, persuasion, and gelling a team together. They tend to use exaggerated language, and spend their time describing how amazing, or terrible, something will be. Their words are chosen to inspire others towards action. Idealists are very good at telling stories.</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Tone of voice: </span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Varied and interesting<b style="mso-bidi-font-weight: normal;"></b></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span style="mso-bidi-font-style: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;"><i>Idealists</i> are masters of using their voices to convey emotion. An <i>Idealist</i> will be very comfortable using vocal expression, pauses, changes in volume, and pitch variations, in order to convey not just a message, but the feeling they have around it. Whilst this is good at galvanising the support of a team, it can lead being very unconvincing when communicating something the <i>Idealist</i> doesn’t agree with.</span></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Body language:</span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;"> Engaging and collaborative<br /></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">The <i>Idealist</i> is great at using body language to bolster a story or message. Hand gestures come naturally to an <i>Idealist</i>, and the use of facial expressions adds the <i>Idealist’s</i> own personality to a communication. Whilst this makes for engaging presentations, it means that <i>Idealists</i> can be read like a book by others.</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Preferred environment: </span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Motivational phrases and some disorder<br /></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span style="mso-bidi-font-style: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">“Organised chaos” would be one phrase to describe the <i>Idealist’s</i> environment. Some might choose to remove the word “organised”. <i>Idealists</i> suffer from their tendency to be distracted, which means the workspace can become over-run with pieces of paper, half-read books, and a growing in-tray. <i>Idealists</i> will often claim there to be order in the chaos, but this can sometimes be hard to spot! It’s not unusual to find motivational items of notes around an <i>Idealist</i> – they benefit from external input to their mood throughout the day.</span></span></p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0London, UK51.5072178 -0.127586223.196983963821154 -35.2838362 79.817451636178845 35.0286638tag:blogger.com,1999:blog-4047886674243471848.post-22727375725761525342023-05-10T04:06:00.005-07:002023-05-10T04:06:00.140-07:00The NPSI styles: Realist<p></p><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">Welcome back as we continue our journey through the different personality styles of the Navanter Personality Styles Instrument. If you missed the previous parts of this section, you can <a href="https://blog.knowledgebites.co.uk/2023/05/the-importance-of-personality-in.html " target="_blank">start here</a>.</span><p></p><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhAvaajxke1sUqsUN-T3GE38gH-fAtFodm-IURzIpKKRWPjs8hL1Xhg9UmCqefzc9IZadEpe_rK-YU4xLtZCzdoYcZGMV5kJch2GqbCUw7TS-uKT_OeiF7-qPX3A4I-JIvvdww4Yt6nPrV4BPsz4BrF8reUYO3bi5bAzBgjtMHSHERmw8il3Fnjx9yG/s233/realist.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="44" data-original-width="233" height="44" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhAvaajxke1sUqsUN-T3GE38gH-fAtFodm-IURzIpKKRWPjs8hL1Xhg9UmCqefzc9IZadEpe_rK-YU4xLtZCzdoYcZGMV5kJch2GqbCUw7TS-uKT_OeiF7-qPX3A4I-JIvvdww4Yt6nPrV4BPsz4BrF8reUYO3bi5bAzBgjtMHSHERmw8il3Fnjx9yG/s1600/realist.png" width="233" /></a></div><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;"><br /></span><p></p><p><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;"></span></b></p><p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Motivation:</span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;"> Achievement and control</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">The <i style="mso-bidi-font-style: normal;">Realist</i> is an
achiever – this person likes to have a goal, and will proactively work to
achieve that goal through motivated working, and through moving problems aside
as they are encountered. Achieving the goal is more important than how it is
achieved, however, and there’s a danger that there may be casualties along the
way.</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Words chosen: </span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Verbs and directing words<b style="mso-bidi-font-weight: normal;"></b></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">The <i style="mso-bidi-font-style: normal;">Realist</i> chooses
words which encourage action – lots of verbs and instructions for people. The <i style="mso-bidi-font-style: normal;">Realist</i> prefers it when people don’t
push back on instructions, as this can delay the objective being achieved. The <i style="mso-bidi-font-style: normal;">Realist</i> likes to get to the point
quickly, and has little time for small talk. Words like </span><span face=""Candara",sans-serif" style="color: #002060; font-size: 12pt; line-height: 107%; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">“I need”
rather than “I like” can be over-used.</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Tone of voice: </span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Confident and firm<b style="mso-bidi-font-weight: normal;"></b></span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><i style="mso-bidi-font-style: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">Realists</span></i><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;"> are firm, often fast-talking
communicators who prefer to deliver their message with minimal discussion. If
there <i style="mso-bidi-font-style: normal;">is</i> a discussion, the <i style="mso-bidi-font-style: normal;">Realist</i> prefers to maintain control of
the conversation. Speech can be quite brief, with little vocal variation unless
to highlight a significant point, and the speaker looks for confirmation from
the listener that they agree.</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Body language:</span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;"> Confident and assertive</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">The <i style="mso-bidi-font-style: normal;">Realist’s</i> physical
presentation is bold and self-assured. The <i style="mso-bidi-font-style: normal;">Realist</i>
will use hand gestures well to emphasise a point, but will not over-use them,
preferring to focus on the verbal delivery of strong words. Personal space
isn’t as important to a <i style="mso-bidi-font-style: normal;">Realist</i> as it
is to some others, and other styles can sometimes feel the <i style="mso-bidi-font-style: normal;">Realist</i> invades their boundaries, particularly when under stress. <i style="mso-bidi-font-style: normal;">Realists</i> are great at making eye
contact.</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify;"><b style="mso-bidi-font-weight: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Preferred environment: </span></b><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 14pt; line-height: 107%; mso-bidi-font-family: Arial;">Confidence-building and direct
contact</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; margin-left: 36.0pt; margin-right: 0cm; margin-top: 0cm; margin: 0cm 0cm 0cm 36pt; text-align: justify;"><i style="mso-bidi-font-style: normal;"><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;">Realists</span></i><span face=""Candara",sans-serif" lang="EN-GB" style="color: #002060; font-size: 12pt; line-height: 107%; mso-bidi-font-family: Arial;"> are most at home in an environment
which suggests power and success. The <i style="mso-bidi-font-style: normal;">Realist’s</i>
office will often contain mementoes of past glories and current achievements,
such as charts, awards, and items which have brought success in the past. When
talking with others, the <i style="mso-bidi-font-style: normal;">Realist</i>
prefers to be face-to-face in a high-assertiveness position where good eye
contact can be made. </span></p>
<p></p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Oxford, UK51.7520209 -1.257726323.441787063821153 -36.4139763 80.062254736178843 33.8985237tag:blogger.com,1999:blog-4047886674243471848.post-54129863588467818622023-05-03T03:00:00.002-07:002023-05-03T03:00:00.147-07:00The importance of personality in leadership<p>As you maximise your ability to communicate with your team members, it’s important to understand not just your strengths and what you bring to the role which are important, but also who you are as a person. How do you tend to communicate? What impact might that have on others? Where and how do you like to operate?<br /><br />The Greek philosopher, Hippocrates (460-370 BC), was the first person to record the different personality styles which he observed in the world around him. He gave them different names in those days (it was over 2,000 years ago – fashions change) but his observations were startlingly correct, and are still used today in many personality assessments. Hippocrates called the four types:<br /><br />· Choleric<br />· Sanguine<br />· Phlegmatic<br />· Melancholic<br /><br />His work was re-visited by more modern philosophers such as Immanuel Kant, Carl Jung and Elias Porter, who, along with others, built on Hippocrates’ work. These experts then decided that most people are a blend of these 4 styles, but that many have a dominant style. Whether you have an equal mix or a dominant style, knowing the theory helps you understand yourself, others, and your relationships with them. It also helps you to understand your motivators, strengths, and weaknesses, so that you can become more balanced in your life.<br /><br />The <a href="https://www.navanter.com/npsi" target="_blank">Navanter Personality Style Instrument</a>, or NPSI™, is a tool to help you understand more about who you are, in line with Hippocrates’ research, and adapted for the modern business world. We use more modern terminology as in the diagram.<br /></p><p>
</p><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiBUir2BSfRibNOrnvd4axR7vhhcVYtWwFbSz5porm9ih0dn5DmyBUDONkUJ-6MHu5o8PRlZMLx8aBqzpzje7d1MMwJ_zT1MIPdzGqO9j2zPEB2ZGJ9hyk-qB13s2v0UxLOLiSt5ja9nny_mnPUlLewCIQq-Z5zuVpNHk5LpSKuEASCj6HNTLibh_dO/s1487/npsi.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1487" data-original-width="1487" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiBUir2BSfRibNOrnvd4axR7vhhcVYtWwFbSz5porm9ih0dn5DmyBUDONkUJ-6MHu5o8PRlZMLx8aBqzpzje7d1MMwJ_zT1MIPdzGqO9j2zPEB2ZGJ9hyk-qB13s2v0UxLOLiSt5ja9nny_mnPUlLewCIQq-Z5zuVpNHk5LpSKuEASCj6HNTLibh_dO/s320/npsi.png" width="320" /></a></div><b><br />Identifying dominant styles</b> <br />As we look at yourself and others, there are certain clues you can
look for to suggest someone’s dominant style. These clues are in:<p></p>
<p>· Motivators<br />· Communication
style<br />· Preferred
environment</p>
Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Bath, UK51.3781018 -2.359682723.067867963821158 -37.5159327 79.688335636178849 32.7965673tag:blogger.com,1999:blog-4047886674243471848.post-77205682917648819112023-04-23T23:00:00.004-07:002023-04-23T23:00:00.172-07:00Breaking down silos<p></p><p></p><p>If you’ve been effectively following the principles outlined so far in
this series, then you’ll automatically be making progress in breaking
down silos which exist. You can now bring this all together into
thinking about the relationships you have across the organisation to
improve communication and collaboration. <br /></p><p></p><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgAHuH5vdeNhxcGYb4bymDUL2QsppGsRWIdEV6blL0WP5ByWr9thXz8mRwyOtjh0cP5DMCS1MAvpIo6uWLOK1nu1MS3W2Gf55JxVclWLEfblsZHVzryWmagP-hKwDkgDiozvTRdVSMRVS_rjsEkUOEXTNEknhgDILWAqXynte8EgEuIT4cZdvwKa6nb/s652/in-out.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="189" data-original-width="652" height="124" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgAHuH5vdeNhxcGYb4bymDUL2QsppGsRWIdEV6blL0WP5ByWr9thXz8mRwyOtjh0cP5DMCS1MAvpIo6uWLOK1nu1MS3W2Gf55JxVclWLEfblsZHVzryWmagP-hKwDkgDiozvTRdVSMRVS_rjsEkUOEXTNEknhgDILWAqXynte8EgEuIT4cZdvwKa6nb/w427-h124/in-out.png" width="427" /></a></div><br /><b>Understanding where your team fits in</b><br />In order to widen your professional network within the organisation, you need to think about the people you rely on and the people who rely on you. This creates a very simple workflow to use as a basis for building your internal professional network.<br /><br />As you complete this diagram, you need to think about:<br /><br />• Who your team relies on<br />• What your team does<br />• Who relies on your team<br />• Who the key stakeholders are on each side of the map<br /><br />Once you understand this information, you can think about who would be the most suitable people to have in your internal network.<br /><br /><b>What is an internal network?</b><br />An internal professional network is a group of people who you have proactively developed a deeper relationship with in order to bring more value to the business through shared knowledge and collaboration. You become a network of people who bring mutual value to each other, and work to achieve a shared goal. It’s about:<br /><br />• Increasing shared knowledge in the organisation<br />• Creating connections with people who can help you in your new role<br />• Collaborating across silos with a focus on a common objective<br /> <br />As you look to develop your internal professional network, you should work through the following 3 steps:<br /><br />1. Know who you want in your network<br />2. Recognise why others should want you in their network<br />3. Craft a high-level message and initiating conversations<br /><br />Then, take this information and ask yourself the following 4 questions:<br /><br />1. Why should that specific person want you in their network?<br />2. What value would a closer working relationship with you bring them?<br />3. What high-level message should you send to this person about you/your team?<br />4. What would you talk about in your first catch-up?<br /><br />You then need to approach that person and begin building your mutually-beneficial business relationship.<br /><p></p><br />Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Bristol, UK51.454513 -2.587914.6274839216181007 -72.90041 90 67.72459tag:blogger.com,1999:blog-4047886674243471848.post-90108478511021586052023-04-18T03:08:00.004-07:002023-04-18T03:08:00.179-07:00Creating a Team Charter<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjLrjlHbzcztWwZLUBFPo1jxlsLCDIkpop6cdpVstJYBIt6_xjCTrJVOOFh8Pj4MFEMNDHqAWSNWRflUmabpV6Ao4BO_Tf0P7yzz8BiX9NxGPupaVS88La79a16jAw3Z1uusfYesFboQ_983untxgqGUYKQ2MtzEXn2DUWHpyTFSaAJiTZ_xOiKx-rm/s4896/AdobeStock_52720718.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="3264" data-original-width="4896" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjLrjlHbzcztWwZLUBFPo1jxlsLCDIkpop6cdpVstJYBIt6_xjCTrJVOOFh8Pj4MFEMNDHqAWSNWRflUmabpV6Ao4BO_Tf0P7yzz8BiX9NxGPupaVS88La79a16jAw3Z1uusfYesFboQ_983untxgqGUYKQ2MtzEXn2DUWHpyTFSaAJiTZ_xOiKx-rm/s320/AdobeStock_52720718.jpeg" width="320" /></a></div><br />If you've been following this series of posts, you now have your clear vision for the team. That means that you can now work to make your team gel by developing a team identity around this vision, and the way the individuals in the team would like to operate.<br /><br />A key element of this is the development of a Team Charter – this is a document, created by the team members together, which maps out how the team will operate. It brings a number of advantages:<p></p><ul><li>Team members feel “bought in” to the success of the team</li><li>Greater adherence to “rules” as everyone has had input into their development</li><li>Mindset that it’s “our” team, rather than “the leader’s team”</li></ul> Team charters are flexible documents which should be reviewed annually, or whenever there’s a major change in the team’s make-up, such as new members joining.<br /><br /><b>The elements of a team charter</b><br />Whilst there’s no set way to create a team charter, there are some areas which are useful to consider when developing this agreement. These include:<ol><li value="NaN">Why the team exists</li><li value="NaN">What the team aspires to achieve in the future</li><li value="NaN">Beliefs and principles which govern how the team acts</li><li value="NaN">Defining responsibilities and describing members’ USCs</li><li value="NaN">How the team will interact, hold each other to account, and support each other</li><li value="NaN">Conflict resolution, meeting structures, decision-making norms</li></ol> If you'd like Navanter’s Team Charter template as a separate Word document which you can use as a baseline for the development of a charter for your own team, you can download it from the <a data-cke-saved-href="https://www.knowledgebites.co.uk" href="https://www.knowledgebites.co.uk" target="_blank">Navanter Knowledge Bites resource page</a>. Just follow the links in the top menu.Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0London, UK51.5072178 -0.127586223.196983963821154 -35.2838362 79.817451636178845 35.0286638tag:blogger.com,1999:blog-4047886674243471848.post-20898015454806812542023-04-11T23:00:00.006-07:002023-04-11T23:00:00.187-07:00Your vision for your team<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgV_nBjPfjW1oRmsl3HaBUIEc8vF0nxaIH16N2OaLW4yHVgjPCfyteyuAwHby8qa87WtsNFTRnBx7KUjTmYKEXK7ZLrMRKXxmfd0M720KEs3G32IeawsxAai0FUJ8FBnpWe1naN7lM_GqLEHjAzGHa-g0nP5FVHhaxNafkrtPVk1hI_vzHzOme6ZBz1/s6016/AdobeStock_214891673.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="4000" data-original-width="6016" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgV_nBjPfjW1oRmsl3HaBUIEc8vF0nxaIH16N2OaLW4yHVgjPCfyteyuAwHby8qa87WtsNFTRnBx7KUjTmYKEXK7ZLrMRKXxmfd0M720KEs3G32IeawsxAai0FUJ8FBnpWe1naN7lM_GqLEHjAzGHa-g0nP5FVHhaxNafkrtPVk1hI_vzHzOme6ZBz1/s320/AdobeStock_214891673.jpeg" width="320" /></a></div><p></p><p>In a previous blog post, I reminded you of the <a href="https://blog.knowledgebites.co.uk/2023/03/what-does-it-take-to-be-leader.html" target="_blank">important skills you have as a leader</a>. Now it’s time to think about the team and the impact you’d like them to have.</p><p>You need to think about which other parts of the organisation benefit from what your team does. Consider the value you bring. Put yourself in the shoes of these other parts of the organisation, and ask yourself.</p><p style="text-align: center;"><i>"In an ideal world, what additional value would these parts of the organisation want to gain from the people I manage?"</i></p><p>This should become your over-arching goal for the team. It’s about bringing value to the organisation, either directly, or in collaboration with others in the business. Then, consider what it would mean if you achieved this additional value, for you, for your team, and for the organisation.</p><p>Your vision statement is a sentence which describes this desired future state, written from the perspective of it being a goal for you:<br /></p><p style="text-align: center;"><i>"By [date], we will be [what you’ll be doing] in order to [value this brings]."</i><br /></p><p>Once you have this vision clarified, this should form the basis of direction you give to the team, and the decisions you make.</p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Oxford, UK51.7520209 -1.257726323.441787063821153 -36.4139763 80.062254736178843 33.8985237tag:blogger.com,1999:blog-4047886674243471848.post-52301504922754034562023-04-03T23:00:00.005-07:002023-04-03T23:00:00.164-07:00Overcoming self-limiting beliefs<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiXATvjItHzLcnbpfUW0XD9wBGv1_F_SHYo5aiOYz2e9Xa3awPmfxSTZ4L63NOZdB3gRgVbayIkAGHVIrRxtQPy14FspgmATb4jJq9MxobEc7mH22FWu8bE-RONEUmV2BI-T7iBFNnpAi5kf230AbBYeUE4J3qx58CYtrIWsGJJ7fOoEvSCsUOF7eCG/s7333/AdobeStock_41850188.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="5500" data-original-width="7333" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiXATvjItHzLcnbpfUW0XD9wBGv1_F_SHYo5aiOYz2e9Xa3awPmfxSTZ4L63NOZdB3gRgVbayIkAGHVIrRxtQPy14FspgmATb4jJq9MxobEc7mH22FWu8bE-RONEUmV2BI-T7iBFNnpAi5kf230AbBYeUE4J3qx58CYtrIWsGJJ7fOoEvSCsUOF7eCG/s320/AdobeStock_41850188.jpeg" width="320" /></a></div><br /> In this week's tip, we'll look at how to recognise and overcome self-limiting beliefs as a leader.
Before you work on your team vision, it’s
important to remind yourself of what you’re capable of, and to remove
any self-limiting beliefs.<br />
<br />
A self-limiting belief is a belief you have about yourself which puts an
artificial ceiling on what you can achieve, by draining your own
self-confidence in your role. Self-limiting beliefs can come from many
places, such as:
<p></p><ul><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">Past experiences</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">Comments by others</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">Values we inherit</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">The media & social media</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">The way we compare ourselves to others</li></ul>
Breaking down the term into its component parts, it can be defined as:
<ul><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">Self: Something which impacts you yourself</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">Limiting: Something which restricts your ability to thrive</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">Belief: Something you hold to be true with no supporting evidence</li></ul>
It’s important to recognise when you have a self-limiting belief, and to
take steps to address it before it holds you back in your career.<br />
<br />
Self-limiting beliefs can be anything. A few examples are:
<ul><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">I'm too old or too young</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">I've got too much on my plate</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">I'm not the right sort of person</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">I don't have the right experience</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">I'm not as good as someone else</li></ul>
None of these are true, and if you hold these beliefs or others, then you need to challenge them and overcome them.<br />
<br />
<strong>Overcoming self-limiting beliefs</strong><br />
At Navanter, we recommend a 5-step process to overcome your self-limiting beliefs:
<ol><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">Identify the belief clearly</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">Look for evidence of others “less qualified” than you who have succeeded in your field</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">Find a new belief which it would be useful to hold</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">Think of ways to adopt this new belief</li><li style="-ms-text-size-adjust: 100%; -webkit-text-size-adjust: 100%; mso-line-height-rule: exactly;">Take action!</li></ol>
This is not a one-off exercise. You should stay alert to self-limiting beliefs and address each of them as you discover them.
Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0London, UK51.5072178 -0.127586223.196983963821154 -35.2838362 79.817451636178845 35.0286638tag:blogger.com,1999:blog-4047886674243471848.post-43544253300761447142023-03-27T23:00:00.006-07:002023-03-27T23:00:00.167-07:00What does it take to be a leader?<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEig8whbErG2G5ov2PCmmkNFQGw8XUVLl3CRidUR0AAQfUxRzCA_eTHawktpdEL0LO3Z_GAFbV4-KdokeGat82jNbwB4Zz_tBOCFBa_uj8LLH_ONcuFM3sIYS4RvcCDrLtLL_pg-9bw1lrL3B9pA0De1R9qwVVTq-F-SLWxB2GXDy71aURBh4k9yhPYc/s5443/AdobeStock_82442519.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="3054" data-original-width="5443" height="180" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEig8whbErG2G5ov2PCmmkNFQGw8XUVLl3CRidUR0AAQfUxRzCA_eTHawktpdEL0LO3Z_GAFbV4-KdokeGat82jNbwB4Zz_tBOCFBa_uj8LLH_ONcuFM3sIYS4RvcCDrLtLL_pg-9bw1lrL3B9pA0De1R9qwVVTq-F-SLWxB2GXDy71aURBh4k9yhPYc/s320/AdobeStock_82442519.jpeg" width="320" /></a></div>Welcome to the first in a series of blog posts about what it means (and what it takes) to be a leader. In order to lead successfully, you need to know why you are a leader, and the value you bring to others. To help you to know this, you can create a <b>Leadership Statement of Purpose</b>.<br /><br />This is a short phrase which reminds you why you’re a leader, reaffirms that you have what it takes to be successful, and focuses you on the impact you have on stakeholders across the organisation.<br /><br />It’s made up of 3 elements:<br /><p></p><ol style="text-align: left;"><li>Your Unique Leadership Combination</li><li>Your values</li><li>Your impact on different stakeholders</li></ol><p style="text-align: left;"><b>Element 1: Your ULC</b><br />A Unique Leadership Combination is what makes you stand out from the crowd. It’s a combination of your knowledge, your experience, and the professional insights you can provide, which make you unique in the workplace from every other RSL and every other employee. Think back over your career to date and imagine you're putting together your CV for a leadership position. Ask yourself:<br /></p><ul style="text-align: left;"><li>What knowledge have you gained that equips you to be a leader?</li><li>What experiences, either leading or being led, have helped to shape your leadership identity?</li><li>How can you provide insights that your team will find valuable?</li></ul><p style="text-align: left;">Your ULC is your unique combination which makes you perfectly placed to execute your new role successfully, and reminds you why you got the job in the first place.<br /><br /><b>Element 2: Your values</b><br />Your values are what’s important to you in the workplace. These could be things such as action, clarity, inclusiveness, achievement, balance, and so on. All values are valid, and the more you live by your values in the workplace, the more authentic you appear to your team, your managers, and your peers.<br /><br /><b>Element 3: Your impact on different stakeholders</b><br />The impact you have on different stakeholders (including, but not limited to, the members of your team) is the positive experience people get by working for you. It’s the “this is what I want to give you” which you communicate to others and makes them want to work with you. Thinking about stakeholders beyond your team also helps to break down any silos that may exist, and increase collaboration across the organisation.<br /></p><p style="text-align: left;">Keep a look out on the blog for the next installment, coming soon.<br /></p>Neil Shorneyhttp://www.blogger.com/profile/09660779824360242163noreply@blogger.com0Paris, France48.856614 2.352221920.546380163821155 -32.8040281 77.166847836178846 37.5084719