leadershiptipsandtrauma

Problem Solving Formula

2010-10-19T13:31:00.000Z

As we wait for the details of the Comprehensive Spending Review it is clear that government departments, firms and individuals will have to respond and adapt to “new “ challenges. Here I suggest a way to tackle this, a methodology , that combines ideas from Action Learning (Reg Revans) with the techniques used by Buffin Leadership International.
Addressing real life problems is one of the best ways for any leader or team to show their worth. Approaching this with an open mind (willing to learn and be challenged ) means that it is also one of the most cost effective learning experiences possible. The concept is that
L = P+Q
Learning ( L ) is a combination of Programmed Knowledge ( P , which we will call experience ) plus Questioning Skills ( Q, simply the ability to change experience in the light of new challenges). Add some expert facilitation and action planning and you’ll have a potent mix to resolve your issues!!
Historically a typical Action Learning programme could last some six months. In todays environment this seems a long time so here is a fast-track approach
Day 1 – form a problem solving team and jointly identify and agree the key problem statement. Using creative problem solving techniques ( such as Buffin Leadership Bridge model ) generate potential solutions.
Day 2 – investigate impact of potential solutions. What is cost/benefit of each? Which is easiest to implement? Which has greatest positive impact on customers? If you could combine a number of elements from each solution to form a “ super “ solution what would that be? Present the teams findings to all key stakeholders.
Day 3 – implement the solution and track the issues and benefits. If it’s not working as planned then change it ( ! ) as long as you keep focus on the desired outcomes. Embed the solution.
Day 4 – review the solution and the methodology that generated it. What could have been done better? What do we now understand more thoroughly? Who else could we have involved ? What is the next issue we want to tackle? CELEBRATE SUCCESS.

If you are interested in finding out more about our Fast-track problem solving methods then please feel free to contact me.

Also If you are based in the south west and looking for an inspiring venue to hold a meeting or conference then take a look at the newly opened South Bristol Skills Academy. http://www.cityofbristol.ac.uk/find-us/sbsa/2.html
Its a vibrant new site with state of the art audio visual equipment and highly competitive rates. To find out more contact Debbie on 0117 3125047 and mention this article.

3 ways to refresh your leadership skills

2010-08-09T13:38:00.001Z

1) A checklist for leadership success. How would you/your team rate your performance ?
- Have a clear IDENTITY. Be sure you know who you are and what you stand for. A leader , parent , school governor , football coach. Ask yourself what would your passport say on the page headed “ who is xxxxxxx and what do they believe in ? How do want to be physically , emotionally, mentally and spiritually ?

- Generate a clear VISION for SUCCESS in all the areas ( and beliefs ) that are important to you. What would it look like , feel like , sound like ? How would you know when you had got there ? Share this vision with those important to you.

- Raise the ENERGY levels by aligning your thoughts, beliefs and emotions to your vision. All successful leaders ( and teams ) operate with high energy levels. Imagine how great it would be if everyone shared your dream and were passionate about working towards it. If you can imagine it you can make it happen. Help your team to find ways to address the six human needs of certainty, growth, significance, variety, connection and contribution. Ensure they can overcome any “ survivor syndrome “

- Take ACTION to make the things you want happen. Set out and agree clear specific outcomes leading to actions now. Check the results you get and if it worked do more. If it didn’t work try something else ! Work to create small successes and a virtuous circle of ambition , actions , results.

2) Come and talk to us at the NEC in September.

If you want to learn more about how to make real change, get more from your people and make massive improvements in business performance, come and talk to us on our stand (no. D125). We will be sharing some live examples and will be providing complimentary Creative 'Learning' Improvement Packs with a wealth of knowledge for you to take away and use in your business.

David Buffin will be speaking about how to facilitate Creative Change Programmes and secure profitable results against the economic challenges with people and the markets. Recent and real case studies will describe how to inspire commitment from the Board and output from the workforce to meet customer requirements. David is speaking in the Learning Seminar Programme in the Main Exhibition Hall from 11.00 on Tuesday 28 September.

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3) Watch out for this new book

‘7 Habits on the Inside’ book from FranklinCovey
I received a call a couple weeks ago to let me know that the final draft of ‘7 Habits on the Inside’ book from FranklinCovey is ‘pretty much ready to print …’ There will be a whole chapter on the work we have achieved so far working with young offenders in prison. See how we apply state of the art corporate leadership models to enable young people to reshape their lives.‘Chapter 5: The Chrysalis Programme in the United Kingdom’ I will let you know when it is published.

Creativity Is Going Green

2010-02-26T14:36:00.000Z

Creativity is Going Green

As individuals and firms look for a competitive edge we are all urged to be more innovative and creative. Yet there are many myths around creativity that sometimes make it hard to know what works. Read on for fun creative ideas that are proven both practically and scientifically.
1) Going Green
Have some real green plants in the office. According to an eight month study by Robert Ulrich adding a pot plant to an office increases creativity by 15%! and leads to more flexible solutions to problems. Why? At a subliminal level red is associated with urgency and danger whilst green is associated with positivity and relaxation. A separate study found that green areas in housing developments can reduce crime by around 50% !

2) Small things that Count
Small cues in our environment, or minds, have a profound effect on our abilities. Do you know that when participants in a quiz where asked to think about either a football hooligan or college professor as they answered questions those that thought of hooligans scored 46% and those that thought of professors scored 60%. In a similar study of creativity people asked to think about the behaviours of punks were significantly more creative than those asked to think about the behaviours of engineers! So ensure your mind is focussed in the best way.
3) Use the Quiet Guy
We are all used to our conscious minds ( the loud guy ) and creativity can be aided by using our subconscious minds ( the quiet guy ). When you’re stuck distract your conscious mind – do something different ( a puzzle , take a walk , read a newspaper article ) and allow your subconscious to process the issue. In an experiment that involved distracting some people during a problem solving exercise , those that were distracted generated twice as many creative ideas as those that weren’t distracted!

4) In touch with your inner Gorilla ( from Richard Wiseman )
Try using these four techniques
Priming – start by working feverishly on your problem then release the effort by doing something completely different. Go for a car ride , visit a museum and notice how your mind will create serendipitious events.
Perspective – changing how you think about an issue will generate novel solutions. Think how would a child, artist, friend tackle this? Think about an analogy – this issue “ is like “

Play – jump start your creativity by having some fun. Watch a funny film , digitally alter the image of a colleague or include the words “ cheese pie “ into your next conversation

Perceive – invest time in ensuring the world doesn’t become too familiar. Ask yourself some new questions every week. Why are bananas yellow? Why do people laugh? How do elephants communicate over hundreds of miles ?

5) Your test
So lets start being more creative now ! Answer the puzzle below.

Joanna and Jackie were born on the same day of the same month of the same year. They have the same mother and father , yet they are not twins. How is that possible ?

If you cant work it out at first try the techniques above. If that doesn’t work try asking a friend. If you are really stumped let me know and I’ll reveal the answer.

Who do you TRUST?

2010-01-26T10:40:00.001Z

The United Kingdom, and much of the rest of the world, entered a period of economic turmoil in the last couple of years of the old decade. We witnessed the collapse of some businesses (and the rescue of others) as well as governments wobbling! This new decade may well be defined by the trust equation.
Many people have become distrustful of
- Financial services , who got us in this mess
- Governments and Regulators , what were they doing
- Some companies ,who resorted to old style “slash and burn” employee tactics
It’s not all doom and gloom though! We can see stock markets rise, the level of UK unemployment is not as high as expected, some companies used creative ways to retain staff and recruitment has restarted.
According to Stephen M R Covey how much we trust our government, companies and friends has a direct impact on performance. Re –building trust therefore should be an imperative at all levels of our society. This doesn’t mean uncritical trust (otherwise known as gullibility) but rather “smart trust” where a propensity to trust is matched by experience and analysis.
With a General Election looming we are likely to elect those people/parties that we most believe (trust ) will do what is right for the country and us! To undertake any interaction with financial institutions we will want convincing (trust) that our money is safe! With our actual and psychological contract with employers we want to know (trust) how they will treat us during both good and bad times! One of the single biggest reasons for leaving a company is not trusting your boss.
In “ The Speed of Trust “Covey outlines 13 Behaviours that are necessary to build a relationship of trust. These are
Talk straight, demonstrate respect, create transparency, right wrongs, show loyalty, deliver results, get better, confront reality, clarify expectations, practice accountability, listen first, keep commitments and extend trust.
So you could use this framework to
- Decide who to vote for
- Decide who to work for
- Implement changes in your own company
- Become a trustworthy individual!
Be the behaviour you want to see and enjoy the new decade!

Achieving your New Year Resolutions 2010

2009-12-31T15:43:00.001Z

With just 2 years to go to the Olympics athletes know the challenge ahead! To be part of it (let alone winning medals ) will involve years of dedication and practice with a very clear and specific dream to be achieved. Assuming athletes are human (!! ) then maybe we can be successful by using the following techniques..
1. Ensure your outcome is positively stated
As there is a tendency to get what you focus on ensure that your focus is a positive one!
Answer the question “what do you want?”
2. Specify the context for your outcome
Does the outcome apply everywhere, under all conditions?
Answer the question “where , when , with whom will you want this?”
3. Express outcome in sensory specific form
How will you know it when it happens?
Answer the questions “what will you see/hear/feel/experience when you achieve this?”
4. Check this is within YOUR capability
The outcome should be formed so that its achievement is down to you!
Answer the questions “ what resources have you got/can activate/can gain to get this?”
5. Preserving your other outcomes/desires
How will this impact on other aspects of your life?
Answer the question “ will you lose anything you have now by achieving this outcome?”
6. Check this is worthwhile
Does the outcome match your values and beliefs?
Answer the question “ is the outcome worth what it will take to get it?”
7. What are the positive future consequences
Check the impact on yourself and those around you
Answer the question “how will your life (and others) be different?”
8. Do it!!
Answer the question “What is the first step and when will you start?”

Have a Happy , Fulfilling and Productive New Year !!

Shaping the Future : Leadership 2020

2009-12-08T08:49:00.001Z

Great Leaders of the future will be adaptable, empowering, diverse, customer focussed and emotionally intelligent. These were the conclusions from a meeting of 20 MBA graduates (South West Alumni Network) hosted by the Open Business School and run by Paul Maisey of Buffin Leadership International.

After discussing known trends such as economic globalisation, demographic changes and the impact of technology the group went on to create their own model of what great leadership would be like in 2020. Below is the list of key areas - for current leaders to consider for their future development !!

1. Adaptable
- Able to respond to change at different speeds
- Uses different approaches in different situations
- Focuses more on a creative mindset than processes
- Less risk averse and willing to fail ( learn )

2. Empowering
- Will encourage leadership behaviours at all levels of organisation
- General style will be participative and coaching based
- Major focus on increasing teams knowledge base
- Collaborative working across teams and organisations
- Relationships built on listening and trust

3. Diverse
- Welcomes ideas from all cultures
- Inclusive working practices irrespective of gender , background etc
- Explores opportunities in dispersed way of working ( international )
- Utilizes blends of experience and innovation

4. Customer focussed

- Open to different approaches for different markets ( globally )
- Customer centric in structure and accountability
- Will involve customers in generating solutions to their needs
- A flexible and highly responsive ethos
- Will use Information Technologies to connect with wide range of customers

5. Emotionally Intelligent
- Values driven , intuitive leadership style
- Humble ( learns from mistakes and recognises others knowledge )
- Able to engage people in clear Vision
- Uses humour and emotions to draw on teams strengths

6 pathways to success for L & D professionals

2009-11-12T08:51:00.001Z

Learning and Development professionals need to focus on six key areas to ensure they drive company performance , according to a recent meeting of the forum ( a group of 22 L&D professionals ) facilitated by Paul Maisey of Buffin Leadership International. Creative Problem Solving is core followed by adaptive learning processes, people engagement , results focus , teamwork and understanding.

Their Top Tips are

Creative Problem Solving

- Facilitate creative problem solving sessions to create and inspire ideas
- Develop innovative solutions to increase positive customer experience
- Create engaging training that opens staff to new ideas
- Drive and nurture creativity in communications
- Instil mindset that looks for new opportunities , new ways of working

Adaptive Learning Processes

- Develop a blended learning proposition focussed on business goals
- Support performance management with employee development via coaching programme
- Identify , share and reward cost effective best practice
- Build a positive training culture that drives team performance aligned to business objectives
- Identify and develop internal talent at all levels

People engagement

- Encourage people to identify and achieve personal goals that benefit the company
- Share ( open book style ) performance and successes
- Promote self belief
- Use new ideas/challenges to energise teams
- Support individuals and teams in taking ownership of issues

Results Focus

- Measure performance and recognise individual/team contributions
- Ensure L&D activities are match for current and future business needs
- Help people to maximise all their current skills
- Develop L&D programmes that drive greater quality and efficiency
- Measure impact of L&D activities on business priorities

Teamwork

- Establish cross functional relationships focussed on results
- Create and Celebrate role models of teamwork
- Develop supportive culture where sharing issues is encouraged
- Provide models of ways of team working
- Invest in teams that deliver results

Understanding

- Ensure company understands current and future needs of customers
- Learn from how other companies practices
- Encourage and listen to ideas from all staff
- Drive shared understanding of key objectives and issues
- L&D must be open , approachable and quick to respond

L&D professionals that adopt these 30 Top Tips will help to ensure their companies become better , stronger , faster.

Dynamic Leadership in a Global Future

2009-10-06T08:20:00.001Z

Continuous learning is at the heart of great leadership as we speed towards the future, according to experienced members of the Chartered Management Institute in Guernsey. Future Leaders will also have a dynamic vision, be market driven and globally competitive. These were the conclusions from a seminar organised by Susie Andrade of the CMI on “What will great leadership in Guernsey be like in 2020? “ run by Paul Maisey of Buffin Leadership International.

Top Tips for continuous professional development include

1. Continuous Learning
- Broad skills set with commitment to lifelong learning
- Knowledgeable at different levels ie detail ( product ) big picture ( global market )
- Making the most of information systems and leading edge technology
- Able to multitask and prioritise actions
- Flexes leadership skills to changing needs of virtual teams

2. Dynamic Vision
- Have and clearly communicate a consistent and compelling vision ( Direction )
- Be adaptable and responsive to changing circumstances ( Route )
- Inclusive of all beliefs and ideas
- Empowers and motivates to achieve creativity and innovation
- Supports colleagues and customers with effective coaching

3. Market Driven
- Open to different approaches for different markets ( globally )
- Customer centric in structure and accountability
- Adapts business model that balances needs of all stakeholders
- Recognises role in shaping Governmental and international policies
- Brand is visible and appropriate to markets

4. Globally Competitive
- Aims to be market leader in chosen market segments
- Multi cultural demographics reflected in structure and practices
- Adapts “ AND “ approach. Customer centric AND operationally efficient
- Earns respect and loyalty from customers and employees
- Sophisticated business model as competitors in one market may be partners in other

With thanks for these 20 Top Tips to all those who gave up their time to contribute their thoughts, ideas and energy to the seminar.

Paul Maisey is Regional Director Buffin Leadership International. Further information is available at www.Buffin.com

Engaging Leadership

2009-08-03T15:40:00.000Z

Engaging Leadership

A recent government backed report – Engaging for Success – looked at the role of Employee Engagement in surviving the recession and producing high level performance results. It concluded that better engagement could do more than
“ anything else “ for the success of UK businesses. Below are some highlights and thoughts on how you could make a difference.

WHY?

The report outlined the enormous amount of evidence that higher employee engagement leads to better customer service and better financial performance.

Did you know that

- a massive study of 50 organisations and 664000 employees showed that high engagement lead to a 13% increase in net income whilst low engagement lead to a 4% decrease in net income
- on average people who feel engaged by their company only take 2.7 days per year sick absence whilst people with no sense of engagement take 6.2 days

SO WHAT SHOULD WE DO?

The reports says you could focus on

- visible leadership
- clear shared vision
- treating people as individuals
- listen to your employees

I think that the frameworks provided in “Leading at a higher level “ by Ken Blanchard will give you some excellent ideas

In particular

1. SCORES – the six elements found in every high performing company
Shared information – so that everyone in the company can make the right decision

Compelling Vision – to energise and focus people

Ongoing Learning – changing and striving to get better

Relentless focus on Customers – an obsessive drive to keep customers

Energising systems – ensuring structures and processes are aligned to improving results

Shared power – teamwork, collaboration and engagement

You can see a full copy of the Engaging for Success report via www.tinyurl.com/macleodpm

Leader Heal Thyself

2009-06-02T08:47:00.001Z

Leadership it seems is getting a bad press ! Many would argue that it was the leaders in the financial sector that drove us into this recession. Others that Alan Sugars “ The Apprentice “ does nothing to give you confidence in our future leadership

It is clear that Leaders in a whole range of industry sectors and companies of all shapes and sizes are having to deal with very unusual times. In such a time people look to their leaders for confidence, guidance and clarity.
To paraphrase Rudyard Kipling

“ If you can keep your head when all about you
Are losing theirs and blaming it on you ..... then you’ll be a leader !

For leaders to help steer their people and companies through these times it is essential that leaders first of all look after themselves. But how ?

1) Have a clear IDENTITY. Be sure you know who you are and what you stand for. A leader , parent , school governor , football coach. Ask yourself what would your passport say on the page headed “ who is xxxxxxx and what do they believe in ? How do want to be physically , emotionally, mentally and spiritually ?

2) Generate a clear VISION for SUCCESS in all the areas ( and beliefs ) that are important to you. What would it look like , feel like , sound like ? How would you know when you had got there ? Share this vision with those important to you.

3) Raise the ENERGY levels by aligning your thoughts, beliefs and emotions to your vision. All successful leaders ( and teams ) operate with high energy levels. Imagine how great it would be if everyone shared your dream and were passionate about working towards it. If you can imagine it you can make it happen. Help your team to find ways to address the six human needs of certainty, growth, significance, variety, connection and contribution. Ensure they can overcome any “ survivor syndrome “

4) Take ACTION to make the things you want happen. Set out and agree clear specific outcomes leading to actions now. Check the results you get and if it worked do more. If it didn’t work try something else ! Work to create small successes and a virtuous circle of ambition , actions , results.

To paraphrase ( again ) from Michael Knight of Knight Rider fame “ one person can make a difference .. when they believe they can “

Recession Busting HR!

2009-05-15T08:34:00.001Z

Effective communication is critical in HR’s role in ensuring a company successfully emerges from the recession, according to twelve HR specialist’s from the South West. You also need engaging leadership, future oriented Organisational Development, efficient operations and powerful training. These were the conclusions from a creative problem solving seminar looking at the issue of HR’s role in driving success, run by Paul Maisey of Buffin Leadership International.

Top Tips include

Effective Communication

- Listen to staff concerns and openly share company information
- Ensure everyone understands business drivers and company plans
- Ask for ,and use , ideas from within the company
- Use HR professional networks to gain new ideas and options
- Step up the frequency of communication to all stakeholders

Engaging Leadership

- Support all Leaders in building and re-inforcing a positive mindset
- Encourage additional coaching activity to address concerns
- Ensure everyone remembers importance of Customers
- Re focus leadership training to business priorities ( and find cheaper and quicker delivery mechanisms)
- Remember how we treat our people know shows our real values!

Future Oriented Organisational Development

- Drive change management to re-focus roles on business priorities
- Re visit your vision and values, could you achieve them in a new way?
- Encourage cross functional working with focus on external customers
- Plan ahead – balance short term responses with longer term needs (you will still need talented people)
- Increase the company , and individuals , ability to manage change

Efficient Operations

- Adapt HR processes to reflect priorities
- Implement alternative reward and recognition practices
- Use flexible working opportunities
- Ensure people are “ managed out “ with respect
- Consider shared services and use of free websites

Powerful Training

- Prioritise learning and development focus to align with company needs
- Create innovative and practical development methods
- Encourage active coaching and mentoring
- Adapt talent management programmes to reassure managers of future
- Ensure all learning is aligned to measureable business benefit

Paul Maisey is the Regional Director for Buffin Leadership International. Further information is available at www.Buffin.com

Criminal or Leader

2009-05-07T08:55:00.001Z

Criminal or Leader : Caterpillar or Butterfly ?

“There is nothing about a caterpillar that tells you it’s going to become a butterfly “
What costs the UK £11 billion annually and doesn’t work ? Our criminal justice system!
Over 70 % of young offenders ( age 18-21 ) re-offend within 2 years !
Are you shocked – or do you think that simply locking people up doesn’t change their behaviours or beliefs?
What if we could apply the same world class interventions demanded by corporate business? What could a high quality personal leadership programme achieve? A reduction in the prison population of 5% would save £120 million annually – not to mention falling crime levels!
Having spent a year researching, designing and piloting we are now launching a brand new and unique leadership programme. Harnessing Potential Ltd, in conjunction with Buffin Leadership, is proud to launch the Chrysalis Programme at the House of Lords next week!
Our aim is to help individuals learn how to better understand , manage and modify their interactions with others , in terms of , attitudes , behaviours and and choices leading to less anti-social behaviour. Over 12 different modules, 18 guided learning days, they will be able to receive a BTEC level 2 certificate in Workskills.
Feedback so far has included
“It helps me realise how I can change my ways of thinking and thinking patterns, whilst having fun at the same time “
“ You’ve handed me a manual that could help me change my life , others and maybe even the world”

We are immensely proud that our leadership and creative problem solving techniques can generate such a positive response from young offenders! Who knows they may be the leaders of our future!

Surviving and thriving in a recession

2009-03-05T13:48:00.001Z

Some months ago I was interviewed by ITV West on how to survive and thrive in a credit crunch ( as we called it then ). I highlighted 3 key areas of focus
CASH – the lifeblood of any business. Managing its ebb and flow and spending it effectively is critical
CUSTOMER – where the money comes from. Knowing who they are, what they want and why they should come to you
CREATIVITY – adapting to the environment and changing customer’s needs. Involving your staff and customer’s in adapting your product and services. Trying to find what works and then doing it
Also many business leaders have been saying that a good company pre the recession will be able to steer a course through these difficult times and come out of it stronger. Amidst all the gloom there are tales of firms adapting and growing. So what makes the difference?
According to “Leading at a higher level “ by Ken Blanchard and published by FT Prentice Hall high performing companies
- Set their sights on the right target and vision
- Treat their customers right
- Treat their people right
- Develop the right kind of leadership
Ken shares his experience of working with High Performing Companies across 300 pages and 13 chapters. Full of simple models and concepts, littered with illustrations, it provides an excellent framework for thinking about your companies triple bottom line “ provider of choice, employer of choice ,investment of choice “
Two key models are of particular interest today.
SCORES – the six elements found in every high performing company
Shared information – so that everyone in the company can make the right decision
Compelling Vision – to energise and focus people
Ongoing Learning – changing and striving to get better
Relentless focus on Customers – an obsessive drive to keep customers
Energising systems – ensuring structures and processes are aligned to improving results
Shared power – teamwork, collaboration and engagement
PERFORM – the seven characteristics of high performing teams
Purpose and values – mutually agreed on goals
Empowerment – they have autonomy and decision making powers within clear boundaries
Relationships – people share their thoughts, opinions and ideas openly
Flexibility – adapting to changing conditions everyone is interdependent
Optimal Productivity – a commitment to significant bottom line results
Recognition – positive feedback reinforces appropriate behaviours
Morale – the team is confident and optimistic because all the above elements are in place!

If you want a book full of ideas that will help to energise you and your team then that take a look at this one and use whichever model works best for you!

For further articles and tips visit me at www.advancebp.co.uk

Credit Crunch - Managing Difficult Situations

2009-02-04T10:13:00.001Z

As we all know we are in a recession! Many of the national indicators look pretty bad – GDP , employment levels etc – and every news bulletin seems determined to depress us. Whilst it is critical that we face this new reality it is equally critical that we all use our own abilities to manage and resolve the increasing tensions in the workplace. Two simple and effective approaches are outlined below.
An Overall Approach to Achieving Your Objectives
1. Focus – keep a clear eye on what you want to achieve, what is the outcome? Re-frame any obstacle/hurdle as exactly that – something to be overcome on the way to achieving your objective

2. Clear priorities – take a deep breath and remember why any outcome or goal is important to you. What values will you demonstrate in how you tackle the situation? In Neuro-Linguistic Programming terms you are at choice and can choose how to respond.

3. Identify your resources – this could include personal qualities & skills , friends , previous experience as well as the traditional financial and people resources

4. Take action – whatever you think appropriate. This may simply start by dividing the challenge into “bite sized chunks “and taking steps to address the “easiest “bit.

5. Use stress reduction techniques. The Stress Management Society recommends avoiding alcohol, taking physical activity and using self-hypnosis!

Reducing Stress and Conflict with Colleagues

Listen. Take a breath and get a sound inner dialogue before you reply. At this point the other person will be all of the talking (or shouting).

Empathise and show that you have heard them. The purpose of this stage is to ‘fix’ the person. Say something like “I can hear that you’re angry about …” or “I can see how upset you are about …”.
Explore. Seek information, ask for clarification and / or check understanding. Questions must be assertive, evenly paced and asked with the voice up. Then summarise by saying “So if I understand you correctly, you feel that …”

Problem solve by discussing the options in terms of moving forwards. For example “how do you think we can resolve this?” or “what if we were to …?”

These two techniques will enable you to continue to achieve results , work with your colleagues and hopefully emerge through this period like a phoenix from the ashes !!

Goal Setting for 2009

2008-12-17T14:30:00.000Z

With the pantomine season now well under way and the New Year rapidly approaching I thought it would be worth sharing a goal setting technique from Neuro-Linguistic Programming that is useful for both personal and business outcomes for 2009. So just imagine yourself being even more successful by..
1. Ensure your outcome is positively stated
As there is a tendency to get what you focus on ensure that your focus is a positive one!
Answer the question “what do you want?”
2. Specify the context for your outcome
Does the outcome apply everywhere, under all conditions?
Answer the question “where , when , with whom will you want this?”
3. Express outcome in sensory specific form
How will you know it when it happens?
Answer the questions “what will you see/hear/feel/experience when you achieve this?”
4. Check this is within YOUR capability
The outcome should be formed so that its achievement is down to you!
Answer the questions “ what resources have you got/can activate/can gain to get this?”
5. Preserving your other outcomes/desires
How will this impact on other aspects of your life?
Answer the question “ will you lose anything you have now by achieving this outcome?”
6. Check this is worthwhile
Does the outcome match your values and beliefs?
Answer the question “ is the outcome worth what it will take to get it?”
7. What are the positive future consequences
Check the impact on yourself and those around you
Answer the question “how will your life (and others) be different?”
8. Do it!!
Answer the question “What is the first step and when will you start?”

Have a Happy , Fulfilling and Productive New Year !!

The Secret to Great Leadership in 2018

2008-11-27T13:35:00.000Z

A high level of self awareness is at the heart of the future of great leadership, according to fifteen members of the Chartered Management Institute in Bath. You also need to maximise your personal attributes as well as your technical and managerial skills, to underpin a high level of competence in leadership and soft skills. These were the conclusions from a creative problem solving seminar looking at “What will great leaders be like in 2018? “ run by Paul Maisey of Buffin Leadership International.

Top Tips include

Self Awareness
- Commit to and undertake lifelong learning
- Be true to your strengths
- Celebrate culturally diverse thinking and practices

Leadership Skills
- Have and clearly communicate a compelling vision
- Be adaptable and responsive
- Support your colleagues and customers with effective coaching

Soft Skills
- Be approachable and willing to listen
- Use your ( and others ) imagination to innovate
- Include differing views and perspectives in decision making

Managerial Skills
- Have a strategic overview of direction
- Be an effective delegator
- Use Networking to ensure knowledge & skills up to date

Technical Skills
- Be numerate and understand the profit/loss equation
- Use Information Technology to maximum advantage
- Have the ability to manage a “ virtual “ team

Personal attributes
- Whether from Asia, India , Russia or Europe play to your strengths
- Male or Female appreciate other perspectives
- Use your beliefs and values to drive change

The eighteen top tips above represent a summary of over 70 attributes required of a future leader. Each leader and each company will use them in the way most appropriate to their circumstances and industries.

Paul Maisey is the Regional Director in the South West for Buffin Leadership International. Further information is available at www.Buffin.com

Leadership Futures

2008-10-16T13:05:00.001Z

Last week I attended the Chartered Management Institutes Annual Convention. One of the key strands was leadership now – how should we adapt to difficult times – and leadership in 2018 – what challenges will we face?
Below I’ve summarised my thoughts on the issues discussed – what do you think?

1. Leadership in a “downturn “

- This can be seen as a fundamental test of our beliefs and values. As leaders will we have the courage to stick to our convictions?
- We have no “monopoly on wisdom “. Now is the time , more than ever , to be talking and critically listening to our teams
- According to a 10 year study by Aston Business School companies who innovate (at all stages of the economic cycle) achieve better levels of profitability and competitive advantage. We need to keep creativity alive.
- We need to be clear (to ourselves and others) what it is we can and can’t control. We need to effectively manage downside risk.
- Crisis can be used to implement major change. We have a clear “ burning platform “ we just need to add Vision , a Plan and Next Steps
- The media will cover “mad, bad and sad “stories. Our internal and external communication must be honest and realistic ( not pessimistic ) and celebrate any small successes

2. Leadership in 2018
An extensive research study by the CMI has looked at the future world we may face where
- Brazil , Russia , India and China will have a greater influence
- Business models will change ( being both more employee and customer centric )
- The sharing of knowledge will be heavily reliant on new technologies
And the implications for Leaders are
- A greater need for transferable skills that are constantly updated
- Coaching our teams to ensure they develop
- Extensive networking outside of home industry
- Managing a greater work /life balance for us all
You can find further information on “management futures “ via the website www.managers.org.uk

Managing stress during the Credit Crunch

2008-09-10T14:43:00.001Z

Work related stress harms productivity and damages staff retention, according to the Health and Safety executive. Its research shows that over 105 million days are lost to stress each year costing UK employers over £1.2 billion. AND ... this was before the credit crunch! In today’s economic climate there can be no doubt that stress – “the adverse reaction people have to excessive pressure or other types of demand placed on them “is increasing. So what can we do about it ........
It is vital to remember that every individual is just that. Their reactions will vary from the traditional “flight or fight “and that burst of adrenalin. Adrenalin is neither good nor bad, ask our medal winning athletes! It is how we choose to respond to the situation that impacts on us, and those around us.

1. Focus – keep a clear eye on what you want to achieve, what is the outcome? Re-frame any obstacle/hurdle as exactly that – something to be overcome on the way to achieving your objective

2. Clear priorities – take a deep breath and remember why any outcome or goal is important to you. What values will you demonstrate in how you tackle the situation? In Neuro-Linguistic Programming terms you are at choice and can choose how to respond.

3. Identify your resources – this could include personal qualities & skills , friends , previous experience as well as the traditional financial and people resources

4. Take action – whatever you think appropriate. This may simply start by dividing the challenge into “bite sized chunks “and taking steps to address the “easiest “bit.

5. Use stress reduction techniques. The Stress Management Society recommends avoiding alcohol, taking physical activity and using self-hypnosis!
One of the most effective methods and quickest ways I have found for dealing with an unexpected challenge is to ask myself the question “ what can I learn from this ?” and then use the steps outlined above.
Stress management is clearly a business and leadership issue. It is a challenge for all of us ......
How do you rise to the challenge????

Impact of the Credit Crunch - ITV West mini series

2008-07-30T08:20:00.001Z

Last night (Tuesday 29th July) the regional news programme “The West Tonight “started a mini series featuring local companies and the impact the credit crunch is having on them.
Over the next few evenings they will be looking at retail, housing, tourism and other industry sectors – assessing the impact and exploring what businesses can do about it. How are you responding?
You will see me popping up with shorts comments on strategies these firms could consider.
Last night I suggested that every company could usefully look at 3 areas

Cash – effective management of cash flow, checking that every penny spent is helping to grow sales
Customer – adapt to changing customer needs, keep up marketing activity
Creativity – be innovative, involve employees in generating ideas

Also I gave my personal definition of the causes of the credit crunch – what would you say?

It is going to be tough now for at least a couple of years – every business will need to adapt to changing consumer demands to survive. A few will use this as an opportunity to show both customers and employees what they can really do!

The Secret to Success During a Credit Crunch

2008-06-26T09:25:00.001Z

THE SECRET TO SUCCESS DURING A “CREDIT CRUNCH”

Customer centric business development is the secret to being a highly successful company during a credit crunch, according to eleven companies from the South West. You also need to make exceptionally efficient use of resources, inspire your team and create a positive environment. These were the conclusions from a creative problem solving seminar looking at the issue of leading a company through these difficult times, hosted by Paul Maisey of Buffin Leadership International.

Top Tips include

Customer Centric Business Development

- Focus on providing great service to customers and adapt to their current needs
- Consider offering something different to the competition ( complementary products and services )
- Let your customers do your marketing for you ( word of mouth ) so don’t be shy about coming forward
- Look for new ideas each day ( what would make you more competitive ? what ideas could you glean from other industries ? what marketing would be free ?)

Exceptionally Efficient use of resources

- Be on top of your company numbers especially cash flow!
- Scrutinise the benefit of every penny spent and haggle for everything
- Look at cash raising ideas ( capital locked-up in assets , government funding )
- Be realistic about what’s possible in both short and long term

Inspire Your Team

- Increase the two way communication with your team. Be clear on what you want to achieve and listen to their suggestions.
- Re visit your initial vision and values, could you achieve them in a new way?
- Involve your team in “thinking outside the box” and in implementing changes to meet customer needs
- Be highly visible and look after your team ( recruitment is still an issue and is expensive )

Create a positive environment

- Be passionate about what you do and make activities fun
- Do yourself what you want others to follow ( visualise successful behaviours )
- Keep focus and energy levels high , celebrate each “ small “ success
- Be positive and motivated ( read inspirational books to keep you going ! )

From each of the sixteen top tips above each leader and each company will use them in the way most appropriate to their circumstances and industries. The overall themes though are generic to all (and true at any point in the economic cycle). Whether you are the conductor of an orchestra , captain of a ship, or chief executive of a footsie 100 focus on your customers , use your resources well, work with your team and create a positive environment !!
Paul Maisey is the Regional Director in the South West for Buffin Leadership International. Further information is available at www.Buffin.com

Effective Leadership During A Credit Crunch

2008-06-03T13:00:00.001Z

EFFECTIVE LEADERSHIP DURING A CREDIT CRUNCH

It is clear that the UK has entered a period of difficult economic times for both consumers and companies. Cash is less accessible, house prices are falling, 57 % of consumers have trimmed their spending (Mintel) and there has been a sharp drop in retail sales. How then do Leaders guide their companies and employees through these times?
In difficult trading conditions companies traditionally look to cut costs as a way of compensating for a projected/real fall in income. Leaders must be aware that there are, at least, three competing areas where needs must be satisfied to ensure a long team future – investors, customers and employees. When times are tough it is Leaders who must keep manage the uncertainty, keep people engaged and drive performance. How you treat your investors, customers and employees now will be remembered well into the future!

Effective Leadership during a credit crunch must involve
- Having a clear and compelling vision ( be focussed on results )
- Being pro-active ( generate energy and enthusiasm )
- Being open and honest ( communicate incessantly )
- Teamwork and trust ( pull together not in different directions )
- Creativity and Innovation ( if customers are focussed on value how do you change your product/strategy )
- Staying true to your values ( or you will permanently lose investors, customers and employees )
- Adopting an AND mindset ( not solely either/or options )
- Communication Mastery ( listen to your people and respond to their concerns in an impactful way )
Leadership is hard work. It is arguably even tougher during difficult times AND it is needed even more!

The Apprentice - exemplary leadership or tragic soap opera ?

2008-05-01T14:19:00.001Z

The Apprentice – exemplary leadership or tragic soap opera?

I suspect that many of you will join me in watching the BBC series The Apprentice in a mixture of astonishment, awe and horror. The basic premise of a group of would-be leaders competing each week on different task to demonstrate their skills seems a sound one. The fact that they have given up jobs to be there and that Alan Sugar makes the decision could be seen to be a combination of confidence and risk taking. What though does the programme say about effective leadership?
If you review the behaviours demonstrated each week you may conclude that a leader
- Is the dominant member of a team and uses directive behaviours to get their way
- Is astute at team “ politics “ and ensuring others get they blame
- Is talkative (beyond belief) and unaware of what ears are for!
Alan Sugars Boardroom behaviours – being positive - could be said to be decisive, clear and emotional. Or simply idiosyncratic.
Let’s compare this to other views of Leadership. According to Bolden and Gosling (2003) some of the key qualities of Leadership are
- Integrity and moral courage
- Self-awareness and humility
- Empathy and emotional engagement
- Transparency and openness
- Clarity of vision
I believe (based on over twenty years of experience) that leadership comes from within us and is concerned with releasing the energy of the team. High performance leadership involves engaging mentally, emotionally and spiritually with your team. Focussed high energy leads to action and results.
So does The Apprentice showcase exemplary leadership behaviour or is it a soap opera?
In my view
- let’s remember the context – it is a TV show ( involving entertainment and editing )
- it is highly competitive – in the end there will be only one !
And to quote Kellerman (2004) “Leaders are like the rest of us: trustworthy and deceitful, cowardly and brave, greedy and generous “
WHAT DO YOU THINK?

Increasing Results with Creative Problem Solving

2008-04-14T14:56:00.001Z

Increasing Results with Creative Problem Solving
In today’s competitive environment, and the gloomy predictions for a reduced growth rate in the UK, it is critical that companies continue to improve their absolute and relative performance. It would therefore seem to be common sense that organisations make the most of the creative talent within their workforce. How do you do this in a way that ensures both focus on business success and aligns the efforts and energy of the team?
Defining Success
There are 3 areas that companies could chose to focus on
- Financials (Top 100 FTSE investment)
- Customer (Which? Consumer survey)
- People (Top 100 company to work for).
with 2 common approaches. Big Hairy Audacious Goals (Collins) or Continuous Improvement (Deeming et al). There is of course a third way – aligning and leveraging small improvements in a series of areas to achieve a big result. Try this on your own profit and loss account. Increase sales by 1%, reduce cost of sales by 1% and reduce overheads by 1% ...... which can lead to around 20% improvement in profit!
Results Focussed Creative Problem Solving
Ideally in a cross functional team of between six to twelve people
- Clearly Define the Issue. Ensure you are tackling the appropriate topic through asking is this a symptom or a cause? Generate the “ Trigger Question “ that will provide the focus for the following
- Engage Divergent Thinking. Come up with as many possible ideas, thoughts, challenges, issues as you can. When you think you are done ask yourself what if you could come up with two or three more ideas?
- Connect The Thinking. Step back and look for commonality amongst the ideas. Cluster them together and see what common themes emerge
- Gain Insight. Identify the relationship between the clusters. How do they inter relate and effect each other?
- Focus On Actions. List the actions that would give you maximum impact to answer the original question. Be SMART
- Commit To Actions. Allocate resource and take the first step.
Is it this simple?
Yes and No. This approach has evolved and been tested over the last 12 years. For a simple question a group of twelve people could go through the whole process in two to three hours. For a strategic issue it could take two to three days.
The results speak for themselves “That was one of the most amazing meetings I have been to in a long time, especially for the way everyone came together and the output achieved in such a short space of time”
“This was a major example of teams working effectively and collaboratively on a large scale problem. If this problem had not been resolved, the effect on monthly sales and potential lost customers would have seen the business lose £millions.”
“We are delighted at the way the ideas and actions generated encouraged all our managers to contribute and own the outcome. Contributions have given incredible sales results – 110% successful”.

How to Be a Successful Company - ride out the " credit crunch "

2008-03-17T14:16:00.001Z

With the current economic climate ( almost daily warnings from the banking sector ) it is even more important to think about how to be successful and how to judge success. Short term may be about Cash flow, costs, and efficiency though any decisions taken here must be balanced against longer term impact on Customers and Employees
According to the annual “Sunday Times 100 Best companies to work for “survey the companies they are voted best by their employees are also those that outperform others in the FTSE100. In the past five years the companies listed in this survey have performed TWICE as well as their FTSE100 rivals. “Looking after your staff means you are looking after your shareholders too “
Back in 1998 Collins and Porras studied 18 “Visionary “ American companies to discover what made them “ Built to Last “, what fundamental principles endure. One of their earliest conclusion was that “profitability is a necessary condition for existence but is not the end in itself ... it is not the point of life but without it there is no life “
In 2006 Ken Blanchard published “ Leading at a Higher Level “ concluding that successful High Performing Organisations focussed on what he calls the “ triple bottom line “ of becoming provider of choice, employer of choice and investment of choice.
The Sunday Times survey highlights 8 factors that employees vote on to become “ Best Company to Work For “
- Leadership of head of the company and senior managers
- Wellbeing including work life balance
- My managers day to day activities
- My team and colleagues
- Fair Deal with pay and benefits
- Giving Something Back to the community
- My Company
- Personal Growth
( Details are available at timesonline.co.uk/best100companies )

So as you make the necessary decisions to ride-out the economic conditions, take a deep breath , a step back and assess both your short term and long term needs !

Is this the best book on LEADERSHIP ever ??

2008-03-10T14:48:00.001Z

Is this the best book on Leadership EVER ??!!

Hi Folks

I have just finished reading “ Leading at a higher level “ by Ken Blanchard and published by FT Prentice Hall and it has jumped straight to the top of my list of books on Leadership.

If you’ve read it – what did you think?
If you haven’t read it – what is top of your list?

After 25 years of working with and advising businesses and leaders ( remember the one minute manager? ) Ken argues that high performing companies

- Set their sights on the right target and vision
- Treat their customers right
- Treat their people right
- Develop the right kind of leadership
Easy then you say – except of course what is right!!????

Ken shares his experience of working with High Performing Companies across 300 pages and 13 chapters with the majority of the book concerned with treating your people right ( covering for example empowerment is the key , self leadership , partnering for performance )

Full of simple models and concepts, littered with illustrations, it provides an excellent framework for thinking about your companies triple bottom line “ provider of choice, employer of choice ,investment of choice “

Whether you agree with the ideas or not! this will give you plenty to mull over AND should stimulate some action.

What do you think ?

Paul Maisey
www.advancebp.co.uk

How to Successfully Manage Change ( part two )

2008-02-26T13:45:00.001Z

How to Successfully Manage Change ( Part two )

In Part one I covered typical reasons people resist change and five key factors in managing a successful change programme. Part two covers how to increase pressure for change and methods for dealing with resistance to change.
Factors that increase pressure for change ( or reduce resistance ) include

- Take into account the needs/attitudes/beliefs of the individual. Ensure clear understanding of What’s In It For Me ( WIIFM )
- The greater the prestige of the change leader or desire to belong to the “ group “ the more attractive the change will seem
- Provide clear and specific information on the change to create a feeling of shared perceptions
- A group that has continued psychological meaning to an individual has more influence than a group with temporary membership

The six methods for dealing with resistance to change, according to Kotter & Schlesinger are

1) Education & Communication – where there is a lack of accurate information
2) Participation & Involvement – to gain participants commitment
3) Facilitation & Support – where people are having problems adjusting
4) Negotiation & Agreement – to avoid major resistance
5) Manipulation & Co-optation – where other approaches are seen as too slow
6) Explicit & Implicit Coercion – to override any resistance
The appropriate method for any company will need to fit the company values and be consistent with the change being implemented. A combination of approaches could be used with 1 & 2 potentially having the greatest chance of success though also the longest timescale.
Finally we should all acknowledge that change is an emotional experience and that different people will be able to accept change at different speeds. We arguably all go through seven different stages – shock, denial, depression, acceptance, testing, search for meaning and then commitment.

How to Successfully Manage Change

2008-02-06T16:12:00.000Z

How to Successfully Manage Change ( Part one )

In today’s economic and business environment change is a constant. Whether firms are “losing“ staff, merging with competitors or launching a new business strategy there is a need to ensure change is effectively managed. Yet I am sure we have all experienced or seen change efforts that have gone wrong because not enough time had been spent on the softer side of change management – people!

According to Kotter & Schlessinger people resist change for four basic reasons
1) Self interest – they believe they will lose something of value to them
2) Misunderstanding and lack of trust- they do not understand why is this happening
3) Different assessments – they see different costs/benefits
4) Low tolerance of change – they fear they do not have the relevant skills
Bearing these in mind the key factors in a successful change programme have been identified as
A) Communication – a clear two way approach with all staff. Soliciting questions about issues and problems
B) Start with a Good Idea – no change techniques will save a poorly thought through plan or concept
C) Obtain Staff Commitment – involve staff in both the ideas and implementation stage
D) Provide Sufficient Resources – for example people, time ,skills ,money
E) Have a Plan – look ahead and allow for flexibility around problems
Being aware of the above and accepting that we are all human! will increase your chances of managing the change successfully.

Finally we should all acknowledge that change is an emotional experience and that different people will be able to accept change at different speeds. We arguably all go through seven different stages – shock, denial ,depression ,acceptance ,testing ,search for meaning and then commitment.

In Part two I will include thoughts on specific methods for reducing resistance to change

Leadership , goal setting and NLP

2008-01-30T13:35:00.000Z

Goal Setting with NLP – Handy for work objectives or personal development

An effective leader delivers results so I thought it worth sharing a technique from Neuro-Linguistic Programming that is useful for both personal and business outcomes. So just imagine yourself being even more successful by..

1. Ensure your outcome is positively stated
As there is a tendency to get what you focus on ensure that your focus is a positive one !
Answer the question what do you want ?

2. Specify the context for your outcome
Does the outcome apply everywhere, under all conditions?
Answer the question where , when , with whom will you want this?

3. Express outcome in sensory specific form
How will you know it when it happens ?
Answer the questions what will you see/hear/feel/experience when you achieve this?

4. Check this is within YOUR capability
The outcome should be formed so that its achievement is down to you!
Answer the questions what resources have you got/can activate/can gain to get this?

5. Preserving your other outcomes/desires
How will this impact on other aspects of your life?
Answer the question will you lose anything you have now by achieving this outcome?

6. Check this is worthwhile
Does the outcome match your values and beliefs?
Answer the question is the outcome worth what it will take to get it?

7. What are the positive future consequences
Check the impact on yourself and those around you
Answer the question how will your life ( and others ) be different?

8. Do it!!
What is the first step and when will you start?

Customer Service - the way to our heart

2008-01-29T13:19:00.000Z

According to a recent survey of 10963 retail customers by uk consumer group Which? Customers are “ willing to pay extra for quality service and an enjoyable shopping experience “ and our favourite aspect is “ friendly , knowledgeable staff “
In 1960 Theodore Levitt famously said “the purpose of a business is to create and keep customers “and in 1984 W. Edwards Deming said “Profit in business comes from repeat customers, customers that boast about your product and service, and that bring friends with them”
The surveys highest scoring companies ( judged on convenience, customer service, experience, pricing and product ) were Waitrose ( 87% ), John Lewis ( 78 %) and local independent stores ( 77% ) whilst at the bottom of the table were Woolworths and JJB Sports ( 39% ) and JD Sports ( 33% ).
Interestingly discount supermarkets Lidl (69 %) and Aldi (68%) did relatively well reflecting that customers “don’t mind sacrificing service “ IF “ the price is right and the products acceptable “ . This is consistent with the well known approach to competitive advantage espoused by Michael Porter of either “low cost” or “differentiation” focus
So how do we ensure that our company is top of the table?
Consider some approaches via this self evaluation questionnaire
1. Do you survey your customers to find out how satisfied they are and ask for their suggestions for improvement.
2. Do you survey your staff to find out how satisfied they are with their working environment and ask for their suggestions
3. Do you have a mission statement or specific goals that focus on providing the customer with quality products or services
4. Do you collect information on what poor customer service costs you in terms of lost customers, wasted time and reduced morale
5. Do you train all your staff in telephone and face to face customer relationship skills
6. Do you train your managers in skills needed to support customer service ( team building, coaching etc )
7. Do you put new staff through an induction process that highlights the importance of the customer
8. Do you have an IT system that supports staff in providing effective customer service
9. Do you make changes to policies and procedures because customers or staff have given feedback
10. Do you reward and recognise staff for their efforts on behalf of customers

Nobody is perfect so grab the opportunity to improve one small thing today ... and another tomorrow ! Treat customers how you would like to be treated.

Continuous change or ??????

2008-01-29T10:02:00.000Z

Dying or Transforming – what stage is your company at ??

It is widely believed that businesses go through distinct life stages over time. Success can be said to be as simple as understanding where you are now and taking the appropriate actions ....
Although each business is unique there are seven general stages that can be identified
Stage ONE – is a brand new start-up. An Infant
Key questions are: what is your vision, purpose , reality & resources
Stage TWO – is small and fast growing. A Pioneer
Key questions are: do you want to get bigger and new systems, people, style will you need
Stage THREE – is independent and complex. A Rational business
Key questions are: how do you ensure consistency and fairness within and across specialist functions
Stage FOUR – traditionally recognised as “scientific management “ model. Established business
Key questions are: how do we encourage entrepreneurship, risk-taking and motivation
Stage FIVE – has lost its way and out of touch with customers. In the Wilderness
Key questions are: how do we change our relationship with customers , employees, stakeholders
Stage SIX – failing. Dying
Key questions are: should we make a good end or create new life ( merger, MBO etc )
Stage SEVEN – a new purpose & identity. Transforming
Key questions are: what is our new vision , who are our new customers and how do we ensure ongoing organisational learning

.. and for an additional bonus !! Compare your perception to that of colleagues, MD and customers !
Happy Transforming

Leadership - is it simply what we believe ?

2008-01-28T17:24:00.000Z

Leadership is Deeper than That

Over the years there have been many definitions of what we mean by leadership. Various traits and characteristics have come and gone with fashion. Below I will highlight how leadership goes deeper than simply how we behave.

Leadership has been variously defined as

“personal mastery “ and “ shared vision “ by Peter Senge ( The Fifth Discipline )

operating at the four levels of “personal, interpersonal, managerial and organisational” by Stephen Covey ( Principle-Centred Leadership )

a question of style matching situation via “ directing , coaching , supporting or delegating “ by Kenneth Blanchard ( Leadership & the One Minute Manager )

These begin to hint at what lies beneath a clearer understanding of what drives leadership behaviours.

I would ask you to imagine for a moment that our behaviours are a result our past experiences, our emotions and our beliefs. HOW we behave is an effect of WHO we are!

If you had the belief system that

- Everyone is out to get you
- Its not your fault
- No one cares about what you do
-
Then consider how this would effect your behaviour. You are hardly likely to come bounding into work, full of energy and inspiration!

Alternatively imagine if you could choose to believe that

- You have unique inner resources
- You know what you want
- Focusing on a result moves you closer to it!

Roger Harrop (Staying in the Helicopter ) believes that the 3 attributes of leadership are belief, passion and courage. I believe that we are remarkable creatures with an incredible capacity to develop.

What is your belief system? How does it effect how you behave? What could you imagine yourself changing today?

Paul Maisey