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Following last week’s post, the second characteristic of an effective team is the ability to engage in a Healthy Conflict. This is where we address the tough issues with a constructive, yet passionate debate.
Since her 2010 TEDx talk, Brené Brown has delivered vulnerability front and centre as a key part of being human, and in leading others. Like previous disruptions to the conventional view of leadership, many of us have struggled with how to apply her well-researched concepts into our daily leadership practice.
What is worse than being fired? Being ignored. As a leader, ignoring one or more team members is a form of punishment, and most of us never think of the impact.
Today’s focus is on the concept of Relatedness. When leaders Energise Action and hold people accountable for their individual and collective performance through clear objectives, effective feedback and coaching they create a strong culture of interdependence and cooperation which leads to increased Relatedness.
Today’s focus continues to unpack David Rock’s SCARF model with a look at the second factor – CERTAINTY. Certainty is a firm conviction of the future.
David Rock’s SCARF model is an excellent framework through which to explore human behaviour as driven by people’s social concerns. The first component is Status which relates to how we see ourselves and how others see us.
What is worse than being fired? Being ignored. As a leader, ignoring one or more team members is a form of punishment, and most of us never think of the impact.
With many organisations now balancing hybrid working arrangements, it has never been more important to focus on clear and consistent communication, from both leaders, and staff. Here are 6 tips to help:
Mentoring can best be described as a process in which we invest in the success of other people. A good mentor sees the potential and ability in their mentee, but rather than explicitly telling them what to do, helps them to reveal the right pathway for themselves.
Many of us put off having that tough conversation, as we visualise it not going well. Even the term “tough conversations” primes us to expect difficulties and potential pitfalls.
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