So you’ve heard my POV on transitions in my recent podcast The power of transition coaching to facilitate change; and you’ve read about my POV in Managing human transitions for successful change. Now let me share a model for transition coaching that I’ve been working with. All transition starts with a vision of what the future
For HR/L&D
Managing human transitions for successful change
Following on from my podcast last week, here’s a post that I wrote for Change Associates about Managing human transitions for successful change Go ahead and click over there to read it. It’ll give you more of a flavour of where I think we can support people as they go through transitions associated with change.
The power of transition coaching to facilitate change
I promised that I’d be back to talk about transitions, and in particular how transition coaching can facilitate change. So here I am – but this time in a podcast, hosted by Antoinette Oglethorpe, an old (as in ex-, not ancient) and trusted colleague of mine. in this interview, I talk about the challenges of facilitating
Transitions and the System
Some time ago, I wrote about my transition out of the company I had worked for, for 17 years. There were some ups and downs, plenty of fears and doubts, plus hope. What am I losing, what am I taking with me? Changes in our work and life need to be addressed at a human
Employee Experience team wins Brandon Hall Award for Excellence for Employee Engagement 2.0
I am proud to announce that my brilliant Employee Experience team (Bob Gerard, Ishha Nagrath, Vijay SS and me) just won the Bronze Brandon Hall Award for Excellence in the Employee Engagement category. This is a wonderful feather in our caps. Of course, we didn’t do it alone; there were many other players in this story,
Is there such a thing as Leadership Development that is too creative?
Yesterday, I received feedback that I might be “too creative” for a role in a certain sector. I understand that some companies are risk averse – that’s a part of their DNA. So that’s likely not the right environment for me either. But it got me thinking about who I am and what I believe
“The creed of control reigns supreme”…how can organisations create growth through freedom, balanced with control?
You know I have a passion for changing the way we lead our people in organisations. Each and every one of you is a leader and can take ownership of the challenge I make here today. You are the future. Do not leave it to those above you; lead the way. I’m going to quote
The 30 Day Challenge wins the Unlimited Human Potential M-Prize
The 30 Day Challenge just won the Unlimited Human Potential M-Prize. You can read the Developing Tomorrow’s Talent: A Girl, A Blog, and 30 Days to Business Impact story here. Polly LaBarre, Editorial Director, Management Innovation eXchange (MIX), wrote: “The judges and the MIX editorial team sifted through a tremendous batch of contributions to create a
Support and Challenge in Courageous Conversations
In the last post on Maturity and Courageous Conversations, I promised to write more about support vs challenge. Support is a crucial element of Courageously Responding. I’d argue that we can sometimes do too much of a good thing. You know, when a strength becomes a weakness. So support is good. And sometimes, it’s bad.
Maturity and Courageous Conversations
I wrote about the importance of maturity last week, on the part of the supervisor AND the supervisee. Assuming you have a good level of Emotional Intelligence, then the best way to achieve maturity is in the quality of the Courageous Conversations you have. That means both parties are stepping up into mature ways of
Emotional Maturity in the Supervisor/Supervisee relationship
What’s the connection between the actions that supervisors can take to avoid game-playing, and the actions that supervisees can take? It’s all about maturity. And by that, I don’t mean being a stuffy, serious adult the whole time – there is definitely room for play (as opposed to game-playing) in the workplace. What I mean
The antidote to power-play: supervisees, it’s your turn
We addressed the actions that supervisors can take to move out of game-playing. How about the supervisee? It takes two to make a relationship work, especially if you aspire to it feeling more like a partnership that a dictatorship. Managing upwards can seem counter-cultural, but there’s a real need for both parties to take responsibility
The antidote to power-play? Supervisors, listen up
We’ve discussed how easy it is for the supervisor/supervisee relationship to be consciously or sub-consciously ambushed by power play. Even if the supervisor isn’t intentionally wielding that power, there can still be a little voice in the supervisee’s head saying that “he/she is more senior than me, therefore has the power to make or break
Games that supervisors play
Last week, we started to explore the power dynamics that can get in the way of a successful supervisor/supervisee relationships if we don’t pay attention to them. We also explored the games that supervisees play in an attempt to balance the power. Catch up here: The power dynamics of the supervisor/ee relationship Games that supervisees play to
Games that supervisees play to regain their power
Let’s talk about the games that (some) supervisees play as a way to cope with the imbalance of power. See if any of these sound familar. I know I have played one or more of these cards in my time, albeit subconsciously (I’m having a hard time admitting that I have ever done any of these
The power dynamics in supervisor/supervisee relationships
I write a lot about the power of conversation. So let’s talk about something that can get in the way of those courageous conversations . That is the power dynamic between a supervisor and supervisee. First off, there’s the power vested in the supervisor, purely because of their rank – and they can pull rank at
