Category: Leadership lessons

This category is for reflections on existing practice.

Help people find their ‘flow’ and make every day feel like Friday

Have you seen the new Lucozade ad?  The energy drink brand has decided to shake its image as a hangover cure and look for a new audience amongst busy professionals.  The campaign, titled ‘find your flow’, features normal people in everyday situations performing beyond their best thanks to Lucozade.

“Flow. The unmistakeable feeling of unstoppable. Of no problem that can’t be solved. Of no-one else can do it better. That whatever the day throws at you, you simply take it in your stride because you’ve found your rhythm. You’re on top form.” (Lucozade 2015, Find your flow)

The ad company responsible, Grey London, have taken inspiration from psychologist Mihaly Csikszentmihalyi who created the concept of ‘flow’ after extensive research on the topic.  It’s the feeling of being completely ‘into’ what you are doing.  Of being wholly absorbed in a task or activity and of losing yourself in a moment.

Csikszentmihalyi describes ‘flow’ as “being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement, and thought follows inevitably from the previous one, like playing jazz. Your whole being is involved, and you’re using your skills to the utmost.” 

That’s what I want to feel when I’m at work and what I want my team to feel also.  I’d like them to love what they do so much that they can immerse themselves in their tasks and spend most of their time ‘in the zone’.

Why should we aim to help individuals find their ‘flow’ in the workplace?

I’m really conscious that people spend a lot of time at work.  Over a lifetime, it’s around 90,000 hours if we work full-time from leaving school to retirement.  This is time that many people would rather spend doing something else such as sitting in the garden, playing with the children or walking the dog.

It’s an ambitious aim but I want the people in my teams to enjoy what they do almost as much so they are focused on delivering great things for the organisation rather than wishing they were somewhere else.  My view is that if I can help them find their ‘flow’ at work, I can help them to maximise their contribution to the organisation and enhance their overall life satisfaction.

How do we create an environment that supports individuals to find their flow’?

Based on 10 factors which are known to accompany the feeling of ‘flow’ here are 8 things that leaders should seek to provide in the workplace to allow employees to immerse themselves in their activities:

1)      Set clear goals that are challenging but achievable

2)      Allow people to concentrate on their goals and focus their attention

3)      Ensure their work is rewarding and ensure recognition of their efforts

4)      Create an environment where they feel secure and not self-conscious

5)      Give feedback

6)      Ensure tasks are achievable and suitable for the individual’s level of skill whilst providing a healthy challenge

7)      Allow ownership of a task or responsibility

8)      Minimise any distractions that will prevent the individual from focusing on the activity

 

Do you agree that helping people to find their ‘flow’ is an important goal?  Have you tried to create this kind of environment in your workplace?  Let us know your experiences by posting in the comments below.

 

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Photo credit: Pixabay

 

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How Managers can use positive psychology to help individuals smash their goals and reach their potential

Positive psychology is an area of behavioural science which focuses on individual strengths and explores how these can be used to help people build fulfilling lives. For a long time, the study of psychology has examined techniques for fixing what’s wrong with people in an attempt to make it better. Positive psychology concentrates on what’s right and seeks to build on that in a way that enhances life satisfaction and fulfilment. 

How can we use positive psychology to ensure wellbeing and satisfaction in the workplace?

How often do Managers give feedback on people’s work by focusing on what’s wrong and needs to be improved or what they think could be better? The problem with this approach is that it’s very subjective for a start – what one Manager thinks is amazing, another could see as not good enough – and it also zooms in on failure & shortcomings.  Individuals easily become unmotivated and disengaged if all they ever hear is what they are not doing right.

Positive psychology requires that we turn this on its head to focus on the good things and how they can be improved even further. For me, it requires that we identify what that individual does really well and what skills or expertise they bring to the team and how that can be maximised to enhance organisational performance.

A popular formula within this school of thought is know as ‘the golden ratio’, developed by Barbara Fredrickson who believed that in order to thrive, we must have three positive emotions for every negative. That means the balance of feedback when speaking to staff should be three positives for every negative. When energy is concentrated on the good, the not so good is less noticeable and easier to handle with out impacting levels of satisfaction and motivation.

Managing people in this way makes them feel great. When they feel this way, they will work harder, be more loyal, have greater respect for Management and perform at their best for the benefit of the organisation. Doesn’t this sound worthwhile?

So why do so many Managers still insist on highlighting weakness and telling people what they should do better?

Personally, I think there is a link here with hierarchy and the inherent need to reinforce power. To hold power in a hierarchical system, you need to create a dynamic where you know more than others and the way to achieve this is to tell them how they should be better. 

As a Manager, I see my role as one of supporting others in the team. My aim is to help those individuals to be the best they can be and make sure they can use their strengths to contribute to the organisation’s overall objectives. That for me is the starting point; I am equal to the others and my role is to support, facilitate and coordinate so that the team as a whole delivers for the business.

Imagine this conversation in your monthly 1-1’s: ‘Wow Sam! You have done fantastic work this month, you must be really proud of your achievements! What are you goals for the coming period and how can I support you to smash them?’.
Do you have conversations like that with your team? If not, could you try and see what difference it makes? Let us know your thoughts and findings by posting in the comments below.


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Why it matters that we finally have a woman playing The Doctor

It’s been a long time coming but many women across Britain have finally realised a dream which I wasn’t sure would ever come true a female lead in the British cult series – Dr Who.

A few years ago, I remember talking to a producer of Dr Who and asked the question ‘when is the Doctor going to be a woman?’. She advised me that it would never happen because the fans didn’t want it and the ratings would fall if that decision was made.

We now get to find out if that is a valid concern or indeed if the change means the series can inspire a whole new audience.

Why does it matter whether we have a female Doctor?

It isn’t just a nice thing to do for women, it really matters that we have female role models who are visible and leading the way. Being able to see women in prominent roles and breaking new ground is an inspiration for girls everywhere. It tells our daughters that anything is possible and they can actually be whatever they want to be.

Role models help to raise aspirations and show girls they can succeed. Whether it’s leadership, media, engineering or something else, we need to see that women can achieve in whatever they choose and this character provides someone for our girls to look up to.

For those girls watching Jodie Whittaker taking on the Daleks, it tells them they can have leading roles, become action heroes and achieve what seems impossible if they want to. We see far too little of girls having adventures so many of us are cheering this turn of events and hope that it marks the beginning of an era where girls can get right in the thick of it too.

Typically, women are seen as not having power so hopefully having a woman play an extraterrestrial Time Lord who zips through time and space to solve problems and battle injustice across the universe will help to change this.

Do women have equal opportunities in the media?

It’s been a big week for women with names and salaries of the BBCs highest paid stars being published in a bid to improve transparency of the public service. Reading the news articles ahead of the release, I was disappointed to see this quote: ‘It’s good to see some women on the list too’. This is the type of attitude that creates inequality in the first place and allows it to continue. It’s shocking to discover that women account for just 1/3 of the list and men exclusively hold the top 12 highest paid roles.

What impact does a lack of female role models have on wider society?

An article published by Forbes explains the need for role models perfectly:

“Seeing few people who look and act like them in industries like science and politics discourages girls from pursuing their interests if those interests are not popular. This robs the world of future talent that has massive potential to feed innovation, create change, and boost the economy”

When young women and girls see Jodie Whittaker or other leading lights taking on new challenges and succeeding in the chosen field, they think ‘if they can do it, so can I’. So thank you to the BBC for taking diversity seriously and finally appointing a female Doctor to show our girls they have options.

What can you do to help ensure we have good role models for girls to look up to?

You can be visible – if you have any kind of role that challenges gender stereotypes, do what you can to make it known to others so you can inspire girls coming though.

You can be the change – when you secure a role in an area where women are under-represented, you can help to create a space where women are welcome and judged on their own merits.

You can help others – if you make it to a position of authority or even achieve something that others admire, you can share your story and experiences to help others do the same.

If you have any thoughts about what more needs to happen to promote female role models or have an experience to share with us, please post in the comments below.


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Photo credit: Pixabay

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Is a decent salary and good pension really enough to motivate people?

After watching a video on motivation shared by Harvard Business Review, there were some points I wanted to share.

Firstly, The Explainer: One more time, how do you motivate employees? says that force is the first thing not to use if you want to motivate employees.  It seems widely accepted today that ordering people to do something is not the way to inspire people and get them on board.

One of my early blogs focused on Daniel Pink’s thoughts on motivation, set out in his book Drive.  He says that the basic need is salary so employers should ‘pay enough to take money off the table’.  This video says something similar, setting out Hertzberg’s ‘hygiene factors’ of salary, working conditions and job security.  These factors echo Maslow’s theory of motivation which suggests that motivation requires people’s basic needs to be met as a starting point.  I’ve worked in organisations where the belief seemed to be that paying a decent salary and good pension is enough to motivate people.  Instead, I would suggest that these basic factors encourage people to stay with your organisation and so come to work every day but they are not enough to make people perform.

What we need to be thinking about as leaders is how to get people to take responsibility and move forward on their own.  This next layer includes factors such as challenging work, autonomy, recognition and advancement.  These things get people interested and fired up to push things forward so that they achieve high performance.

As a manager, I believe that achieving this is about taking a more hands-off approach and giving individuals space to try things and learn from them.  To avoid things taking a long time or moving in the wrong direction, I provide clarity around the overall aims and objectives, advice and guidance on how to complete the task and parameters for the work.  This includes my thoughts on the best way to go about things, how I envisage it will look or feel and time allowed for the task.

For me, this all takes the form of a discussion where individuals can challenge my views and share their own ideas.  Once we have agreed the requirements of the work, I leave them to carry on with it, checking progress on a regular basis and offering support so they know where I am if they have questions or need advice.

This approach requires trust and humility; it requires me to let them be expert in what they do and accept that they might know more or have better ideas.  The more I can let them act on their own beliefs and draw on their expertise, the more happy, satisfied and motivated they feel in their work. It has always seemed to me that it increases loyalty, respect and commitment as well.

Furthermore, I would suggest that motivating people requires an appreciation of the individual and respect for a diversity of views and opinions, spending time as a team and allowing space for relationships to develop, celebrating success, encouraging them to push forward and supporting them to achieve their personal goals.

Do you use any of the techniques above? How do you achieve motivation and performance within your team? Share your thoughts below.

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How treason, ping pong and pensions can help you master the art of public speaking

Earlier today, I delivered a workshop on speech writing for Local Government officers. The session explored the language of persuasion by looking at a range of speeches from leaders around the world and throughout history.

It made me think about the importance and power of oratory and how great leaders use this skill to build a following. The blog ‘The Art of Manliness’ describes the difference between public speaking and oratory like this:

‘If public speaking is fast food, oratory is a gourmet meal. Not in pretentiousness or inaccessibility, but in the fact that oratory exists above the ordinary; it is prepared with passion, infused with creativity, and masterfully crafted to offer a sublime experience. Oratory seeks to convince the listener of something, whether that is to accept a certain definition of freedom or simply of the fact that the recently deceased was a person worthy to be mourned.

Oratory is not mere speaking, but speech that appeals to our noblest sentiments, animates our souls, stirs passions and emotions, and inspires virtuous action.’ (Resurrecting the Art of Oratory, July 2008)

Now let’s be honest, many of us can only dream of achieving that level of public speaking, it’s far more likely that speaking in public in any situation fills us with dread. In fact, according to the World Economic Forum, in 2014, public speaking ranked America’s no. 1 fear, coming ahead of heights, bugs, snakes and needles.

Scary as it might be, presenting thoughts and ideas in public is one of the key skills that leaders have to master. They have to be able to stand up in front of an audience and persuade them of a new point of view, changing the way people think about things. If you can do this and win hearts and minds, then you have mastered a major aspect of leadership.

If you are someone who watches great public speakers and wishes you could get your message across so effectively, then the good news is that you can learn! No-one starts off being an amazing public speaker, they just take the opportunities that com along and work at getting better.

One of the ways to develop your technique is to observe how others do it and then try to emulate the aspects that you like in order to develop your own style. To get you started, here are some examples that inspire me:

1) Mhairi Black – the youngest MP in Westminster, this is one of her early speeches in the House of Commons, which criticized the Government’s position on pensions. What I love most about this speech is the way Black makes this issue relevant to everyone by drawing a comparison with mobile phone contracts. She also reaches out to her audience, attempting to bring them together to pursue a shared goal.

2) President Obama – in 2009, the President delivered an address to students across the country to talk to them about the importance of education. In this address, he reaches out to different student groups to recognize their experience. This makes them all feel like he is speaking to them personally.

3) Nelson Mandela – in 1963, Mandela and others were tried for a range of crimes including sabotage, treason and conspiracy to overthrow the Government. In the opening of his defence, Mandela read a speech where he shared his vison for equality and said that the ideal of a democratic and free society where all people live together in harmony and equal opportunities was “an ideal for which I am prepared to die”.

4) Martin Luther King – in 1963, approximately 250,000 demonstrators gathered in Washington DC to call for civil rights. It was here that King delivered his “I have a dream” speech.

 

And for some light relief…

5) Boris Johnson – at the hand-over party following the 2008 Beijing Olympics, the Mayor of London gave his memorable ‘Ping Pong’ speech.

 

Are there any speeches that have inspired you? Or tips that you would give to others who want to develop their public speaking skills? Add your thoughts in the comments below.

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Courage, positivity & agility – how Disney’s ‘Frozen’ inspires leadership at all levels

On a flight out to Hong Kong recently, I was flicking through the films in the online entertainment centre and decided that the ideal thing to watch on a long overnight flight is the Disney blockbuster Frozen. After all, who doesn’t want to sing along to ‘Do you wanna build a snowman?’ when they are jetting off to warmer climes? Clearly, I thought, this was a nice easy watching film to pass the time and relax me into sleep.

As I was watching, I couldn’t help but notice the leadership messages that were present in the film. The most obvious is with Elsa who offers a powerful message about authentic leadership as she is forced to open up to who she really is and with that, realises her full potential, building a spectacular ice palace. Once she stopped trying to hide her uniqueness, she discovered the true power within.

The character I thought had the most to offer us though was younger sister, Anna, who really comes into her own a she ventures out to find the new Queen of Arendelle and end the eternal winter that has been brought upon the kingdom. What we see from Anna is a willingness to take responsibility and she shows great courage in heading off into the icy unknown to save the day.

In Wales, the public service has developed a set of values and behaviours to encourage leadership at all levels  and Anna demonstrates a number of these in her efforts to find Elsa and coax her back to Arendelle.

Firstly, she acts with agility to adapt her role and purpose as she steps up to the plate in an attempt to make things right, an aim that she achieves after plenty of Disney drama! Anna maintains a realistic and positive attitude to challenges, adversity and change, encouraging others to do the same as she meets a range of challenges and obstacles along her journey. She also encourages and supports Elsa to think differently, to question and try new ways of doing things as she encourages her sister to use her power for good and shows others that there is nothing to be afraid of.

A report published by Deloitte a couple of years ago claimed that the need for leaders at all levels is one of the 12 critical issues for human capital. Particularly in relation to the public sector in the UK, they reported that ‘the challenge is to deliver services through a motivated workforce in an age of austerity’ and argued that this ‘does not require recruitment or development of more leaders but is about exercising leadership at all levels’.

At the time of the article, leadership was the number one talent issue facing organisations and yet only 13% of organisations believe they do an ‘excellent job’ of developing leaders.

Deloitte suggest that the whole concept of leadership is being ‘radically redefined’ with a need for people who can ‘inspire team loyalty through their expertise, vision and judgement’ . This is a long way from leadership typical of hierarchies where the individual’s position in the company gives them authority.

With new generations coming through, there is call for a different leadership style. Millennials feel disappointed and underutilised when they are not developed as leaders .

According to a survey from Virtuali and Workplacetrends.com, the millennial generation isn’t attracted to the money or recognition associated with leadership positions. Instead, they want to be leaders to inspire others, make a difference in the world and lead companies that care about more than the bottom line.

Millennials care less about money, legacy and hierarchy, and more about being collaborative, empowering and transformational leaders. However, many are unable to access leadership training or demonstrate a new approach.

The challenge for today’s workplace is to harness the potential amongst this new generation and empower them to take responsibility and challenge the status quo.  Imagine what we would be able to achieve if we encouraged all staff to lead rather than making leadership something attached to promotions and power.

 

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Thoughts from top women in Wales on increasing representation in leadership & decision-making

This week, I joined colleagues from across the Civil Service and Local Government in Wales to mark International Women’s Day at the Senedd (Welsh Parliament). An impressive line-up of leading ladies shared their own career journey and experiences to inspire others to follow in their footsteps.

Just a few days earlier, the Assembly Research Service published figures on gender equality. These figures show that slightly fewer women than men are economically active (72.4% compared with 83%) and a higher proportion work part-time (41.3% compared with 12.7%). Of those sectors prioritised for investment by the Welsh Government within their economic strategy, women account for just 32.7% of the workforce.

When we look at our public service leaders, we can see that despite accounting for 72% of Local Government staff,only 18% of Local Authority Chief Executives are female. Of our elected representatives, less than one-third of councillors are female and whilst women account for nearly half of our Assembly Members (41.7%), this has slipped from an admirable 52% during 2005 – 2007.

The Deputy Presiding Officer, Ann Jones AM, welcomed delegates and reminded us that the Welsh Assembly has a history of leading the way on gender equality. Despite this, she noted that everything that we have achieved as women has been achieved because we have been willing to stand together and fight for women’s causes.

The figures above show that there is still a great deal of work to do if we are to achieve gender equality in Wales.

A number of prominent women addressed the audience from the HR Director of DVLA to the Chief Executive of the National Assembly for Wales. Here are some of the things suggested throughout the event that would help to increase the number of women at the top:

1. Appoint a gender champion – change comes from the top and someone needs to take the lead to ensure gender is on the agenda in your organisation. Consider finding someone senior to take on the role of gender champion to push for fair representation of women.

2. Develop a positive intervention – sometimes the pace of change is too slow and we need positive interventions to accelerate progress. In particular, organisations in receipt of public money should be leading the way.

3. Create an inclusive environment – typically, women have a different style and the workplace should encourage everyone to contribute to the best of their ability and in their own way.

4. Pay attention to language – language shapes the world around you. If you are using ‘Chairman’, ‘guys’ (to mean everyone), or ‘he’ (to refer to a person male or female), then just stop. Right now.

5. Job advertisements and interview questions – evidently, boys associate more with verbs and girls with adjectives. Jargon and any language of power possibly put women off so consider getting a specialist to ‘gender lens’ your recruitment processes to make sure you aren’t unintentionally excluding women in this way.

6. Role models – you can’t be what you can’t see. Women need access to inspirational role models who are visible to encourage women to follow in their footsteps. And I don’t mean those women who conform to masculine norms and/or pull the ladder up behind them but those who have managed to succeed whilst staying true to their own identity and maintaining their integrity.

 7. Challenge – if we don’t challenge when we see actions or hear views that disadvantage women or reinforce stereotypes then change will be slow to happen. If you think something is wrong or unhelpful then say so. This will help to raise awareness and hopefully lead to better decisions.
Think I’ve missed something? Share your thoughts in the comments below.

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It’s just like a magic penny, hold it tight and you won’t have any

At the end of last year, I finally got the one thing I’ve wanted for absolutely ever – a four legged furry friend otherwise know as a dog! As we had our first few walks together, I observed the importance of trust in our relationship and considered how we were managing to build this.

I noticed the process we were going through as I first let her off the lead in an enclosed space where I knew I could reach her if she didn’t come back to me. As we played together with our ball, I was able to see that she wasn’t looking to get away and so I could move the boundary to give her more space. Now, I don’t worry at all, I feel confident to let her off the lead in the park because I know she will watch for me and come back if I call.

In my view, it’s similar in all relationships including those at work. The best way to build trust is through trust itself. Leaders and managers must offer some space for people to show they are trustworthy. Set the boundaries and be clear about expectations.  After that, you only need to keep a watchful eye in case they need your support but otherwise, you can let the team get on with it. This way, you allow people to show you that your faith is well placed.

When I interviewed someone a few years ago about agile working she said something which has stayed with me ever since: ‘why would you hire someone you don’t think you can trust?’.  She also made the point that people have families to take care of and mortgages to pay so why on earth wouldn’t they be able to take responsibility for their work? If there are performance issues, it’s far more likely to be a problem with management than anything else.

In the workplace, trust has been a key theme for organisations over the last few years. In 2014, HR magazine said ‘trust – or lack of it – is going to be a big issue this year’. Why? Because a command and control style of management and a theory X point of view creates an environment of distrust. As a new generation joins the workforce, the leadership debate has developed and new management styles are emerging.  Millenials expect some thing different and trust is a central part of the deal.

According to the CIPD, 37% of employees do not trust their senior managers and 33% think trust between employees and senior management in their workplace is weak. If this is your organisation, you probably notice low morale and a lack of employee engagement. It’s also likely that performance and productivity are suffering as a result.

So what exactly do we mean when we talk about trust in organisation and how can we get more?

An article on the traits of trustworthy people suggests that they are authentic, consistent, compassionate, have high levels of integrity, are kind, resourceful, humble, available and connected.  Research from MIT also identifies integrity and consistency as ‘the key differentiator between companies that violate trust and those that sustain it’.  In the popular book, The 5 Dysfunctions of a Team, Lencioni cites trust as the number one reason why teams (and, in turn, organisations) do not succeed.

The solution for organisations, I believe, is to demonstrate trust so that it can be seen in return.  Put the right framework in place to monitor what’s important and ensure you appoint leaders who are able to live up to the values that allow trust to develop.  It is also useful to make your leaders open to feedback from employees and other stakeholders by practicing listening on a regular basis.

Overall, the concept of trust and how it is built reminds me of a song I learnt in primary school:

It’s just like a magic penny, hold it tight and you won’t have any. [Trust] is something if you give it away, you end up having more.

 

For more on listening, try ‘Listen hard, even to what they are not saying’.

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Want greater staff retention, less sickness absence and increased productivity? Join the results-based revolution and unleash the power within.

We’ve all been there, haven’t we? Racing around trying to get the dog organised, kids sorted and self looking presentable to arrive at the office for 9am like that’s all you’ve had to worry about.  We’ve also all most likely heard that tut when you’re two minutes late or had a poor attendance record because it keeps on happening.  And we’ve probably all had time off work to let in the heating engineer or be home for a sick child or get to the hospital for an appointment.

So what if it was possible to have a happier and more productive workforce by ripping up the policies and letting people decide for themselves when, where and how they work? Would you do it? You should definitely give it some thought.

This is on my mind right now because I’ve had a hectic start to the year. With a new dog, hospital visits for my mother in law, surgery for myself and the pooch, I’ve been dashing from one place to another trying to make sure everyone is ok and then arriving at work pretending everything is normal.  It’s made me miss my previous workstyle (not lifestyle) where the focus was on what I delivered and not whether I was there or how long I sat at my desk.

In my former role, my team had cast away the shackles of time and space and embraced a results-based approach.  This idea was developed after reading work on the Results Only Working Environment (ROWE) which has become prominent over the last few years. We didn’t follow it in its purest form but based our own model on the general premise of results not time.

How it worked in practice was to agree with each individual what they were expected to deliver and what ‘good’ would look like and we caught up on a regular basis to make sure everything was on track.  It meant that my team was empowered to get on with the job and trusted to get it right which in turn meant they were motivated to succeed and delivered above and beyond what was expected of them.

The first time I heard this idea, it was in the news that Virgin were letting employees have unlimited annual leave.  It sounds unrealistic but actually is manageable when individuals start being accountable for what they have done and not how long they were in the office.  It also means you can get all your tasks completed whether in the office or at home or elsewhere! Does someone need to finish early to go to the vet? No problem. Do they need to work from home to keep an eye on the sick dog? Sure thing. Do they want to work at the in-law’s so they can get to the hospital for visiting hours? Absolutely. People can manage their time however they see fit, providing they deliver the agreed results.

You might still be thinking ‘but if they are not in the office, how do I know they are working?’ You know because they will do the things they agreed and if they don’t then it’s a performance issue. How do you know they are working when they are sat at their desk? You don’t generally, you just feel better because you can see them in front of you. Maybe you are also thinking that if you let people just do what they need to then they will do as little as possible. My experience of managing a team in this way taught me that providing you have empowered and motivated them in the right way, when they run out of things to do, they will find more.

Many employers think that allowing employees to work flexibly is a nice perk but actually, it can remove stress, reduce sickness absence and increase productivity which means that employers get more for their money.   My experience with results-based working found that it encourages people to work smarter and think more about what they are doing and how they can invest their time on things that will deliver the best results.  What’s not to like?

Get your own copy of ‘Why work sucks and how to fix it’or hear how it works at GAP by watching this video.
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