Why listening beats giving advice, and what coaches and managers can learn from Motivational Interviewing Recently I came across an engaging short video by Roksana Anning on the ‘Righting Reflex’. The term was new to me, but the idea resonated with me straight away, as it turns out to be something I’ve been warning my
A new Practical Appreciative Inquiry online training starts soon – click here to get the details and how to book Here are some of the best Appreciative Inquiry articles and podcasts I’ve come across in the last month or so Strategic Relationship Building from Nick Heap. It’s a workshop description built around Appreciative Inquiry for helping
Here’s the most effective way you can reduce speculation and combat anxiety in your team during the coronavirus pandemic.
Since the 1950s there’s been a perception that most of the money spent on training is wasted, because it either fails to transfer back into the workplace, or fades away over time. Most studies of training transfer suggest a transfer rate as low as 10-20%. So what factors actually make a difference in training transfer?
Following on from the last post on Why It’s Better, And More Accurate, To Give Positive Feedback, here’s a format for doing just that. We’re more used to giving details about what people did wrong. When people do things right, the most they often get is a bit of non-specific praise of the “Well done!” kind.
Objective appraisal is impossible Although feedback is famously “the breakfast of champions”, nobody likes getting negative feedback. Now a new book, Nine Lies About Work: A Freethinking Leader’s Guide to the Real World, by management researcher Marcus Buckingham and SVP of Leadership and Team Intelligence at Cisco Ashley Goodall asserts that most management feedback and
Or, How Power Turns You Into A Jerk – And How To Guard Against It The higher up the management ladder you get, the less you care about or even notice how other people feel. Most of us don’t have to search very far in our experience to find examples – but in recent years there
Email as a way of communicating has certain ‘traps’ baked into it, which can obscure your message, mess up your working relationships, or if you’re really unlucky even end your career. These pitfalls are easy to avoid – and yet we still see managers making obvious mistakes every day. Here’s how to save yourself from
‘Confirmation Bias’ is when our minds filter what we perceive of the world around us, amplifying evidence that fits our existing beliefs and playing down or ignoring altogether any information that challenges them. Confirmation bias is inevitable – there’s so much information coming in all the time that we have to filter it somehow, or
I came across a useful short article in the New York Times by Alina Tugend summarising research into the effects of ‘bad’ events (setbacks, losses, criticism) versus ‘good’ events (progress, gains, praise): Praise Is Fleeting, but Brickbats We Recall. This is a quick summary of the main points that emerged, plus some thoughts about the implications
While thinking about the challenges of managing ‘Generation Y’ or ‘Millennials’, I came across this excellent article on the HBR blog by Chris Resto, author of ‘Recruit or Die: How Any Business Can Beat the Big Guys in the War for Young Talent‘. In the article Resto discusses acouple of tips for managing expectations of
Bearing the principles for delivering emotionally intelligent feedback from the previous article in mind, here are the steps for actually delivering the feedback. As a reminder that what you should be doing is stirring the recipient to change their behaviour, it has the acronym STIRS: 1. Set the stage Make sure that you are in
