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After more than 5 years apart, my ex-colleagues and very firm friends, flew in from Australia, Japan and Hong Kong to meet me in London. We enjoyed each other’s company; reminiscing about both the good and the bad times; whilst discussing the power of global friendships.
We were born and raised in different countries; we are from different backgrounds; we were all hired at different times across Asia Pacific; either collaborating or working on the same team.
Having survived corporate life and company politics, today we are all entrepreneurs, enjoying work which inspires us. We are all so different, and yet, we have so much in common.
There was however something about our company experience that bonded us. Was it the company values or the culture?
After further discussion with the team and personal reflection, I believe that we chose the company based on our common values and how they matched those of the company. We tend to agree that a company’s culture may change, depending on the behaviours that senior leaders allow to creep in; either strengthening or weakening it.
When I coach clients about career choices, I advise them to consider very carefully how their values are aligned to a company’s.
I would therefore be curious to hear your views. Is it our friendship that acts as the glue that bonds us, or do company values extend way past the walls of a company?
There’s a story which I tell frequently when I am training or coaching future leaders, as many suffer from what is known as ‘imposter syndrome’ i.e. a psychological pattern in which the person doubts their own accomplishments.
An old Cherokee Indian chief was teaching his grandson about life.
‘A fight is going on inside me,” he told the young boy, a fight between two wolves.
One is evil, full of anger, sorrow, regret, greed, self-pity and false pride.
The other is good, full of joy, peace, love, humility, kindness and faith.
This same fight is going on inside of you, grandson…and inside every other person on earth.’
The grandson ponders this for a moment and then asks, “Grandfather, which wolf will win?”
The old man smiled and simply said, “The one you feed.”
The wolf that you choose to ‘feed’, determines your success. Choose wisely.
#mindfulness #selfbelief #selfesteem #impostersyndrome
Fitzgerald claimed her good fortune was due to Monroe’s support: “I owe Marilyn Monroe a real debt… she personally called the owner of the Mocambo and told him she wanted me booked immediately, and if he would do it, she would take a front table every night. She told him — and it was true, due to Marilyn’s superstar status — that the press would go wild,” Ella Fitzgerald, August 1972 issue of the MS magazine.
We talk about glass ceilings, board quotas and gender diversity and inclusion however, reading how Marilyn Monroe helped Ella Fitzgerald, highlights to me that women could be helping each other a lot more than we are.
Ladies, how are you helping a female colleague, peer or friend to achieve her success?
#peercoaching #coaching #mentoring #genderdiversity
As managers, we believe we are doing the right thing by sending our employees on leadership and management training.
Would it therefore surprise you to read, that only 5 to 10% of learning is retained and can be applied after traditional methods of training?
Research on the forgetting curve, shows that within 1 hour, people will have forgotten an average of 50% of the information presented. Within 24 hours, they have forgotten an average of 70% of new information, and within a week, an average of 90% of information will have been long forgotten.
“Whole-day training can be a catastrophe. Our cognitive load is exceeded,” says Itiel Dror, a neuroscientist specialising in learning. His message to L&D practitioners is unequivocal: “Don’t do whole-day learning.” Dror’s view is supported by research by Paul King of the Christian University of Texas, which suggests that not only is traditional whole-day learning ineffective, but it can even be counter-productive. Once the brain’s capacity has been exceeded, learners can’t absorb any more information and they then begin to dump the most recent things that they have learned (HR Magazine, 2016).
Whilst many leaders will agree that one-day courses are ineffective, ‘they find them invaluable for networking, knowledge-sharing and disseminating a strong sense of company culture’ (HR Magazine, 2016).
So, as a manager or a learning and development leader, how do you ensure that you don’t throw away 90% of your training budget, but guarantee that your employees can network, collaborate and learn from others?
Would it interest you to hear how you could reduce this financial drain to below 30%?
While doing research for my dissertation on ‘changing behaviour in three months’, I stumbled on some fascinating facts, which have since been proven and developed further over the last year.
We are so focused on teaching our employees new skills, that we have forgotten to tackle the behaviours and limiting beliefs which are standing in an individuals’ way of successfully applying what they have learned.
Before change and new behaviours can be adopted, the previous behaviour needs to be unlearned or discarded (Lewin, 1946) yet, most organisations are focused on the ‘learning process and do not encourage unlearning structures’ (Argyris).
The AURA approach is based on Kolb’s ‘Experiential Learning Cycle’ (1984) which helps learners ‘learn how to learn, by consciously following a recursive cycle of experiencing, reflecting, thinking, and acting’ and increases their learning power.
AURA starts with an Assessment (psychometric and 360-feedback) and takes individuals through a process of Unlearning (reflecting & thinking), Relearning (experiencing) and Application (acting); to help them act with purpose.
When leadership and management training is broken up into bite-size chunks, it is retained with ease, but there’s still the bonus of meeting others and sharing ideas. The difference of this approach is that it’s combined with one to one coaching and that’s where the bonus lies. Between the bite-size modules, coaches hold individuals accountable for applying what is learned, ensuring that individuals unlearn old habits, have the confidence to apply what they have learned and ultimately change their behaviour sustainably.
Who wouldn’t want a better return on investment for their training budget? To learn more about unlearning, contact me.
I moved to a new house but, I continued to walk home to my old one?
One may quickly question the sanity of this individual as it goes without saying that ‘if you always do what you’ve always done, you’ll always get what you’ve always got’, Henry Ford.
But, ‘how do you facilitate change in your organisation?’
When processes, product lines, strategies, company beliefs and values are changed, are the impact that these changes have on the workforce even considered? Will employees be required to work differently and how will this be supported?
Change has become a constant and managing it has become an expanding discipline. Yet, research states that ‘70% of change projects fail due to resistance to change’, Beer & Nohria.
How leaders facilitate behavioural change determines how employees embrace change, as well as the outcome for their organisation.
It’s natural for individuals to resist change. Oftentimes they don’t believe in their own ability to change; with doubts arising like ‘am I able to do this new job?; ‘will I shine in this new world, as I did before?’; and it seems easier to retain the status quo, than to rally behind transformational change.
My latest research focuses on changing behaviour in 3 months, with a success rate of over 70%, which balances the odds of your change programme failing.
By training and coaching individuals through change, it feels far less uncomfortable.
Are you letting your employees take the long route home? Or, are you ensuring that new behaviours clear the path to success?
Whether it’s starting a business, meeting the person of your dreams or accelerating your career, you first need to believe that this is possible.
I have heard people blame social media, magazines, their partners, parents or bosses for their lack of confidence, however there’s no one more to blame, than ourselves.
The Collins dictionary defines self-doubt as “a lack of confidence in yourself and your abilities”. When we lack confidence, we are in fact just listening to our own negative, internal dialogue that we are incapable of doing what we have planned to do.
A simple technique to help you regain confidence in your abilities, is to:
- Think about a time, when you managed a situation extremely well.
- Describe, how you felt in this situation?
- Did you stand differently?
- Did you breathe differently?
- And, try to remember your frame of mind at the time.
Recalling this information as vividly as you can, can serve to remind you how it feels to be successful at any time, and ensure that you have positive, mental tools to visualise a repeat performance at any point in the future.
Remember that ‘when there is no enemy within, the enemy outside can do us no harm’ (African proverb).
If you would like to improve your confidence, please contact me.
This picture reminded me that our negative internal dialogue often paralyses us so much, that we fear taking even the first step in any new venture.
Research I completed last year, highlights that many individuals procrastinate because they fear that their work will not be good enough.
I often need to remind my clients that improvement and change happens in stages and with practice. Like training for a marathon, we run a little every day until we are fit enough to run the marathon. We just need to put on our running shoes, and go for that first short jog.
Take the first step. I dare you!
For more information about our transformative programmes, please send me an email.