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Leadership, Staff Development

Don’t Procrastinate Feedback

During a leadership development workshop for senior officers, a CEO shared that he had initiated a feedback dialogue with his staff by applying the technique taught the day before. He told us that he had postponed and avoided giving feedback for this staff for many weeks, even though he sensed that his colleague was expecting to hear from him. The staff cried during the feedback session – not because he got scolded by his boss – because he was moved by his boss’ initiative and words.

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Leadership, OD, Staff Development

Is Group Coaching Possible?

Coaching is about believing in someone and then taking action to help that person to be his or her very best.

Some months ago, the managing director of an MNC approached me to develop a team of four operations managers with some people and management skills. Three of them were promoted recently but have not had any formal leadership training. This is not unusual as we see this happen over and over again. He also shared that he would like me to conduct a one-on-one coaching for one of his managers. He wanted me to develop her leadership skills and especially her openness to change.

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BPR, Competency, Innovation, Leadership, Staff Development

Cultivating an Improvement and Innovation Mindset

Working with management teams of our clients often takes them away from their business for a few days. They frequently get in touch with their teams at home. Sometimes I involuntarily eavesdrop their part of the conversation. “How is it going? Is everything ok?” are common questions they ask their teams. When they get some kind of “yes” they seem satisfied.

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Leadership, OD, Staff Development

Recognising The Coach-able Moment

In a coaching or mentoring relationship, finding the right moment for performing the coaching is critical. Often, coaching attempts go wrong because the moment is just not right. But, how do you know whether you are at a coachable-moment? Just ask yourself whether you have the right essentials for coaching someone: A sincere intention, a good relationship and suitable words.

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Leadership, OD, Staff Development

Revisiting Management by Walking About (MBWA)

Some twenty years ago, just after I was hired by General Electric Capital and tasked to implement something as strange to a bank as continuous improvement in their newly acquired, yet dusty German banking environment, life was not walk in the park anymore. Gaining the skills for the new job with the help of the outstanding GE Capital people development engine was challenging but rewarding.

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Leadership, Operations

Banking – A Productivity Gold Mine

When I joined General Electric Capital fifteen years ago, I asked them why they would hire an engineer with no prior banking knowledge. The answer was quite a pleasant surprise: “We have enough people who understand banking. Unfortunately, we do not have those with a process mind-set.”

To assume that banks have changed since then, might be baseless. For me, banking is the real productivity gold mine. Here is a snapshot of some of the questionable activities that banks have been engaging in recently.

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BPR, Leadership, OD

No One Makes Mistakes on Purpose

“Bob is not doing his job. Always mistakes. What should I do with him?”
“Mary has messed up our relationship with a key client. I had to step in to save the day.”

Having done a multitude of projects in all kinds of private and public organisations, we have frequently encountered these and other remarks by managers about their staff. Although the comments are usually based on symptoms that come in the disguise of facts, starting a project, especially an improvement project, with this type of mind-set is generally a bad omen. It sets the wrong focus and leads very often to failure.

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Career Development, Enablers, Leadership, OD, Staff Development

Difficult Conversations – Keeping Mentoring Relationships on Track

The Quality of a Relationship relies on the Quality of the Conversation.

At some point in a mentoring relationship, the need for a difficult conversation will arise. Whereas every conflict is different, and there is no one-size-fits-all advice, there tend to be patterns to what goes wrong, and what helps. Every difficult conversation has three different dialogues that occur simultaneously. The What-Happened dialogue, the Feelings dialogue and the Identity dialogue. As you prepare for a meeting with your mentor/mentee, consider asking yourself some simple questions in order to navigate through these three dialogues.

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