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Often what you think you want is not what you want at all!
I'm lucky enough to have a really special team of leadership and management trainers who get to work with some pretty amazing organisations, businesses and NGOs. Most clients are sure they know what they need from us when we first meet. They come to us to fix a particular problem with their team, business or organisation. They often want a quick fix. They just see a problem that needs fixing. But often the problem they think needs fixing is just a symptom of a very different issue altogether. For example...
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It's always a real joy to witness the sometimes remarkably fast growth of a business. But fast growth can bring a ton of challenges - as one fo my clients Trevor, a passionate and driven business entrperenuer, found out!
When I first met him, he was exhilarated by the success his business was achieving. However, along with the growth came a myriad of challenges that threatened to derail his progress. The sheer volume of tasks, managing a growing team, and maintaining work-life balance were taking their toll.. As business owners and managers, it's really important to be aware of biases that can affect our decision-making.
Biases are unconscious mental shortcuts that can lead to flawed thinking and poor decision-making. Here are five biases that that I've come across in coaching sessions recently: ❓ Only asking for feedback from people you know will agree with you. Otherwise known as Confirmation Bias - the tendency to seek out info that confirms our pre-existing beliefs, while ignoring or discounting anything that contradicts them... I have seen how a manager's communication skills can make or break a team so I thought I’d share recent story of a manager who learned the hard way how important communication is. 😫
We’ll call her Mary! (Not her name obviously!) When Mary became a manager, she was excited to take on new challenges and lead her team to success. However, she quickly realized that communication was not her strong suit. She struggled to convey her expectations to her team members and often found herself frustrated when they did not meet her standards. At first, Mary thought that her team members were simply not listening to her. She became increasingly distant and started to micromanage her team, which only made things worse. Her team members became disengaged and started to resent her, which led to a toxic work environment...
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