2linked in 322google 322twitter 322rss 32   

Maths v English

I wonder if you remember the choices you had to make during school which almost felt like having to choose between Maths and English. The “Now is it going to be science subjects or arts Peter?” question, directly or implied.  Back in the 70’s I chose sciences and that set a path for me over the coming decade. Wow, what a long time when my decision was not founded on any substantive knowledge, enough information or, in truth wise counsel.
As the decades passed by, and what is now described as “multiple-careers” with a lot of tough, enjoyable and sometimes confusing outcomes I realised as time went on how much I love the arts; Literature, music, the spoken word, beauty and aesthetics.  
As a coach now for over two decades, I have had numerous discussions with clients around what did they want out of life back then, what was your passion and are you living and breathing it now (even if it’s different from before).  Sadly many, far too many are not fulfilled, are not pursuing their passion and know there is something missing in their lives.
Having the right person to talk to, with the right conversations, can and does enable all of us to gain far greater insight into who we really are and what we really want out of life – no matter what age we are. Yes, you can change, even with all the responsibilities, commitments and ties that seem to prevent us thinking (i.e. outside the boxes we find hold us to the today, the mundane, the unfulfilled).
While working with a wonderful team recently, I was reflecting while facilitating the discussion and solutions around how to meet, exceed and grow EBITDA, and cope, survive and thrive in times of tougher financial targets and tangible cuts that were being explored, and most importantly the themes of trust and how motivation and morale are ‘hurting’ within their business.
It dawned on me that the vast majority of discussions that are going on in many organisations revolve around the former; How to cut and how to increase productivity and profitability and deliver the calculated and actionable tasks to achieve this, yet fail totally to really find similar solutions to the latter i.e. How to address and re-build trust, motivation and morale.
In my heart, then head, it felt to me like the difference between Maths and English.
Maths versus EnglishMaths – as I saw it then, was anodyne, formulaic and followed clear heuristics to reach logical and finite decisions for action, while English on the other hand was discursive, emotional, motivational, inspirational and, critically, created pictures of a future, a brighter future that when written and spoken well can raise the human soul, individuals and teams alike to achieve wonderful, and at times, unbelievable successes.
That was it – turning to the group I mentioned “Maths v English”, explained what I meant, and from that moment on we complimented the hard Maths work with robust, tangible and achievable English. Together the outcome of both delivered more, far more than anyone expected and critically created a legacy that to this day sustains and allows for on-going dialogue, continuing iteration and innovative solutions which in turn maintain morale and motivation, in both good and tough times.
Do you consider your ‘English’, or is it ‘Maths’ that is the sole medium used in your organisation? Why not explore ‘English’ further and who knows, the short-termism of many ‘Maths’ initiatives can be complemented with enduring trust, motivation and tangible positive morale.

What makes a great place to work?

The question of "What makes a great place to work?" seems to perennially do the rounds. Maybe because in finding the answer we have the solution to effective organisations.

The trouble is, if it were that simple, we would all apply the 'answer' and everything would be... you get my point!

However, having just posted a comment in answer to the question I thought it might be useful to share some simple answers, with the caveat that while it may be easy to say these things, the delivery in real life is far more complex.

So, to some possible answer for the questions;

The findings from millions of survey questions analysed by Gallup on the subject of 'What makes a great place to work?" found it broke down into four main themes, namely;

Basic needs
Managerial support
Individual growth.
From this Gallup went on to devise 'Q12′ a simple diagnostic tool(s) that allows for insight into your team through to organisations as teams.
Each theme has detailed explanations, but fundamentally these themes do look similar to Maslow's (some things never change). For more insight into the Q12 work, there are a selection of publications of which, "12: The elements of great managing" was the first!

More recent work showed the key issues to be;

Sustainability (physical)
Security (emotional)
Self expression (mental)
I will say more in future posts, as this is a gentle starter for 10 (not 12!).

The key thing to note though is that all these themes fundamentally relate to 'people' issues and we should not be surprised.

So in answer to the question, a great place to work is as a result of the people within it.

Latest Tweets


Copyright © 2008 - 2014 Peter Buckley Partnership Ltd. All rights reserved.

Terms & Conditions - Contact Us

Peter Buckley Partnership
St Ippolyts, Hertfordshire, United Kingdom

T: 07939 154447

Linked In Buckley Partnership Peter Buckley    Twitter Buckley Partnership  PeterJPBuckley

digital presence solutions TotW works