Posts Tagged ‘performance management’
‘And then she burst into tears!’
Monday, February 4th, 2013
The Director was describing his recent experience of being an In House coach at his high tech, world competitive company. An intelligent and empathic man, he had been unable to manage the encounter according to the training materials and course, and his own expectations. The experience had been really difficult. He was embarrassed for himself and his trainee.
What about the trainee? How did this emotional experience affect her sense of professional competence, in this knowledge based, rather logical organisation? Was it associated with feelings of shame? Had it made Learning and Development more obviously a risky activity? What had been touched that this coping strategy from her personal life had asserted itself in the coaching session?
The attraction of an ‘In House’ coaching programme is evident. Surely it should help spread that sector specific knowledge that makes the difference in today’s competitive markets? It should be more productive than hiring external coaches, who will not understand the business as well as your own managers? However, this case shows some of the unanticipated difficulties and it seems unlikely that the pilot will be extended. Coaching is not training. It is a powerful learning tool which engages a trainees experience and emotions. This, and its one to one nature which necessarily also involves the emotional responses of the coach, make it complex. With jobs and promotions on the line, feelings and expectations which are often not overtly expressed or even acknowledged will be in play. However bright and concerned the individuals chosen to deliver In House coaching, they need more than a short course and a reference manual to be able to do so. Without appropriate development and continuing support it is highly likely to go wrong.
Sometimes it is better to hire the expert. Talk to us today!
Reflective Space: Using New and Social Media (N&SM) as a Business Tool
Tuesday, January 29th, 2013
Making Virtual Relationships Real
The web has revolutionised how we live. It offers more information, more contacts, and more business relationships across more geographical areas than imaginable. The potential is enormous.
We are persuaded that by buying the services from social networking websites we will transform our working lives. These ‘treasure chests’ of job and contract oppor-tunities are enticing. But how can we capitalise on them?
How do we sell ourselves and our companies in this brave new world? How do we make that virtual re-lationship real?
Who should attend?
The meeting is of particular interest to social media, IT, Sales, Marketing and HR professionals.
Format
The IQEQ network offers a stimulating, relaxed environment for peer to peer learning. Chaired to en-sure productive use of time, the group explores the EQ and IQ balance of optimal staff and company performance. The meeting is jointly hosted by Ann Todd (MBA, PGcert Psychotherapeutic Supervision and Adult Learning) Founder of IQEQ Network, and Martyn Wright (Director of HR Recruitment) of HYF,
Managing Turbulence
Monday, October 1st, 2012
The event feedback alerted me to the issue, particularly the comment that the participant would have liked more discussion about the emotions of the management dilemma being discussed. However, the individual had enjoyed the discussion as it had been ‘an ideas session’ which ‘had played to my strengths’. S/he also commented that there had only been 3 contributors to the discussion.
This report did not tally with my recollection of the event. The video tape, (oh, the joys of psychological practices!), showed that much of the discussion had been about staff emotions and that all 5 people in the room had participated.
What was going on? What we see and understand is filtered by our life experience and knowledge. We would, for example, anticipate that an expert would see more in a particular conversation than a novice. But this was an intelligent senior manager with years of experience. Could this filter have been a blind spot? Blind spots serve a protective purpose in maintaining the status quo – particularly an individual’s world view and sense of self. In change and turbulence a blind spot is more likely to come into play when the individual’s working world has changed and with it the ‘rules’ of winning. This impacts both personal identity and professional life – the more senior the individual, the greater the risks associated with the change.
For the individual in this situation confusion, anxiety and frustration are the order of the day, which may just encourage a more determined repetition of the inappropriate behaviour. Added management pressure to deliver the numbers merely ramps up the pressure and anxiety. In this very common situation, when dealing with an otherwise high functioning and valued employee, the management challenge is to help the individual recognise and stop this reactive and destructive cycle, and then to address those blind spots effectively (and acceptably). All this must be done whilst keeping the manager functioning. What will your organisation achieve when managers perform without being fettered?
Talk to us today to ensure your senior staff are able to deliver even in turbulence.
Emperor Rupert and Prince James – A master class in Competitive Advantage?
Wednesday, April 25th, 2012
The trouble with Faustian Pacts is that sooner or later you pay for the privileges provided. Was it naivety or a deliberate decision on the part of our politicians to do a deal? Levinson makes fascinating watching as the extent of News Corps’ influence is revealed. That interest is beyond merely media and government sectors.
In our increasingly international markets the ethics and values of competitors differ, adding significantly to the complexity of managers’ task. Some practices are culturally based such as the dormitories of the Apple subcontractor which allow hours to be adjusted according to product launch requirements. We might also include the use of forced or indentured labour and the lack of a safe working environment. The legal frameworks of national markets also differ, some having a much clearer and equitable application of the rule of law. Whatever the basis, lower costs of production give competitive advantage.
How do organisations compete when competitors gain super profits from illegal or culturally unethical practices? The good news is that it is possible to fight back; it takes intellect, courage and a holistic plan. It takes above all the ability to think through the likely consequences of actions – including the consequences of accepting too quickly siren invitations from very persuasive and apparently charming individuals and corporations. This requires reflection – which requires time and practice – as well as a guiding management culture that is clear about values and the reason the organisation holds them.
What would your organisation look like if you were able develop this skill in your managers? What would stop them repeating what used to work and think about and implement new behaviours that work now?
Don’t miss out, talk to us about how others have benefited from our expertise in developing thoughtful practice in managers that enable them to drive performance and leverage new opportunities – without the Faustian Pacts.
When do you have time to think? Agility vs Uncertainty
Friday, March 23rd, 2012
Reflective Space at the IQEQNetwork May 15th (8.30-10.30am, City of London).
Agility and Engagement vs. Uncertainty and Unknowing. Turbulence creates uncertainty and unknowing: inspiring, engaging and supporting managers as they fight to keep the business on track.
IQEQNetwork inspires, engages and supports senior professionals responsible for staff and manager performance (COO, HRDs and others). We encourage a range of sector participation – from ‘extreme’ not for profits through ‘new’ technology sectors to more established organisations. The relaxed format, developed over the five years the network has been established, is valued by participants. It allows the sharing of diverse opinions and experiences amongst senior peers, rather than the usual undifferentiated crowd. The output is published via various web platforms to ensure the learning from the meeting is not lost to the demands of work and life pressures. The network will prove a valuable use of your time. A working group, there is no ‘talking at’ or ‘selling to’. The network operates under a set of house rules for confidentiality, and is facilitated to provide an enjoyable meeting with a productive outcome. N.B: Whilst members sponsor us meetings are free – terms and conditions apply. Numbers are limited. Booking closes a week before each event. More information on event(at)iqeqnetwork.com