A white lie that has no real impact is perhaps acceptable...but what about a lie which, if everything goes "ok" doesn't matter (and you'd never even know) - but if it goes wrong, there is a lot of sorting out to do? Or worse - a lie about something where you could have provided the solution if told the truth? People sometimes ask me about my book "Be a Great Manager Now", and it's questions like: - Who are the good managers you have based the book on? - Are you a great manage
I'm extremely adaptable. You want someone to do X - I can do it. You want someone to speak to Y - I can do it. You want someone to run Z - I can do it too. Having clocked up degrees in Psychology, Teaching and Law - I've also spent time in each profession (learning to be the "best coach", the "best Teacher", the "best solicitor") through both training and experience. I've also kept my hand in theatre and performance - where again I've had to learn to direct so I retain the mo
Complaints can sometimes be one of the most useful things a manager can receive. They not only offer an account of what allegedly went wrong, but in going to the person who can do something about it - you have given the organisation a chance to make things better. The problem is we either don't do it, or we do it wrongly. Some research suggests that dissatisfied customers have somehow become aware that organisations have poor understanding of them. For example, half of dis
Many of us have been there. You are tired, you're stressed, it's the end of the day - and suddenly a client is winding you up. You're not even sure if they really ARE winding you up - your empathetic, compassionate mind thinks it's probably just you having a bad day, but it certainly feels like it. You're not alone, and here are some of tricks to keep calm and carry on. Distancing: Sandiford and Seymour found that bar staff were more likely to avoid customers with whom the
Andrew Sturdy (1998) wrote of the “’Consumer Society’…whereby we are all seen as sovereign customers – ‘patients, parents, passengers and pupils are reimagined as ‘customers.’” (du Gay and Salaman, 1992, cited by Sturdy, 1998:27). This in turn, he argues, prompts employers to develop “customer orientated” services to compete within this construct, and as such, there are consequences for the employees whose performance of emotional labour (or soft skills) is required to match
When I was at the dog's home choosing a dog I fell in love with a border collie. I previously had a collie, and this one had presented himself at his cage, he brought out his ball and he knew how to sit and lie down on command. We had a fun 20 minutes playing and I put him on his lead to go back - and he bit me. It wasn't a hard bite, but neither was it an accident. I'd loved spending time with him - but I couldn't take him. In the end I picked a scraggy little dog who had su
In the interests of getting along with your Team, it's often good to have a meeting of minds. This doesn't mean you have to be "forever friends", but if we are all treated - at least in part - how we respond best, that's a good start. I've mentioned "Skilled Incompetence" (Argryis) in a previous post, where behaviours which don't get a lot done, but don't offend, are what drives people to seem incompetent by ignoring problems rather than tackling them head on - in case they
"I'm always happy to learn - but not necessarily for you to benefit" I give feedback all the time, it's an integral part of my job. Duly, I have learned the various methods of giving feedback (and tried, tested and disregarded the ones that seem false or downright unhelpful), I use challenge and nurture; I sometimes ask if I am able to offer observations; and sometimes we just have a laugh and explore "WTF"! But that's just me. I receive feedback as well having been evaluated
“Come to the edge.
We might fall.
Come to the edge.
It's too high!
COME TO THE EDGE!
And they came
And he pushed
And they flew.” Christopher Logue, CBE To me, this poem reminds me of the essence of “Coaching” – it is not about teaching, nor being the “safety net”, but believing that someone can do something, and being with them (mentally) as they do. It is quite easy to talk about the importance of “direct” coaching to those who choose to be coached eg. People who seek