Gone are the days of command and control. Change doesn’t happen by simply telling (ordering) people to do something differently or to work in a different way – ‘Just do it’ is not an effective approach to organisational change and transformation.
With businesses facing increasing and continuous change/uncertainty, our ability as Leaders, to navigate the choppy waters of change are essential for organisations to prosper and thrive. Get it wrong and you will limit productivity, performance and motivation within your business. Hopefully this blog will provide some insight into how to deliver sustainable change!
(make sure to read until the end to find out about an exciting pro-bono offer…)
“UK productivity is still behind most other G7 countries, therefore developing a more proficient workforce is a high priority for the UK Government.
This has become more pressing in the wake of COVID-19, where it’s more important now, more than ever, for organisations to maximise productivity to aid the economic recovery from the shock of the last year.
It will be critical for organisations to ensure they have the availability of skills to meet this challenge.”
I am enjoying my learning journey with Allyship. I strongly believe creating Allyship within organisations is one of the transformative changes for the 21st Century Organisation. However, this can only happen if we start to get more comfortable with having uncomfortable conversations.
In my career I have typically worked in male dominated industries and, more often than not, I have been the only female in the room. Being part of an interview panel has been an interesting place, where many times candidates have treated me very differently to the other panel members. From being mistaken as the tea lady (?!), to derogatory comments like ‘love, duck and good girl’. I’ve had candidates direct their answers to my questions to other panel members and candidates feeling the need to ‘dumb’ down their answers for ‘the lady in the room’ (yes this has been said to me more than once). I’ve had eye rolls at the questions i’ve asked and eye contact definitely not being at my eyes! The scary thing is, these experiences are within the last 5 years.
I came across the concept of team psychological safety over a year ago. It’s something that really resonated with me, mainly from my own experience of being a team member, leading my own team and more recently in my work with teams.
As I get stuck into my research on team coaching for my MA in Coaching, the debate on whether team coaching is most effective when focused on team tasks/processes/strategies or the relational/interpersonal dynamics is a really interesting one. The more I read about team psychological safety, the more I’m starting to think that this is a keystone for teams. I feel without it, focussing on team tasks/processes/strategies isn’t going to be as impactful.
Coaching is a conversation with a purpose. It’s a conversation that is led by you and covers what is useful for you to talk through. A coach will ask open questions to develop your thinking, listen and allow space for silence so you can process your thoughts/feelings, they will help you look at things from different perspectives. They will also share insights to support your thinking and learning. At DBKT coaching we will also work with you to develop goals and actions.
To celebrate International Women’s Day I wanted to share my story and my journey to C-Suite! The title of this blog is taken from the wonderful book Difficult Women by Helen Lewis, which was given to me by a friend and colleague, for taking the plunge into being a founder and business owner last week!
The reasonable man adapts himself to the world: the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man.
One of the key questions I have been asked is ‘Why would an organisation or individual invest in coaching at this time?’ Being in the middle of a pandemic, where we have entered into a recession and businesses are struggling to stay afloat, some are closing, reducing headcount and cutting costs – it’s a valid question!
My answer = investment in coaching is needed now more than ever, to support individuals, teams and organisations to bounce back, to not only survive, but thrive.
I was thinking about reactions to change the other day. To help my reflection I used a metaphor of being in the bath (one of my favourite things to do) and how this relates to my experience of change – it’s a strange metaphor to use, but stick with me!! I feel it drew out what I think are some interesting and hopefully helpful observations!
Being in HR, in a leadership role and “putting myself out there” – my resilience is tested fairly frequently. I have needed to strengthen and develop my resilience reserves to face the many and varied challenges that come my way.
It’s tricky being a female in senior positions in business, especially if you are working in male dominated industries. You are expected to either be a motherly figure or adopt masculine behaviour. When you don’t fit into either of these expectations it’s difficult to fit in and for people to understand you. So for a long time I’ve put defences and barriers up, which disconnected me from others and dampened my sparkle, losing my sense of self.