Monday, 02 November 2015 10:18
Having 'consulted' for many years in a plethora of organisations from commercial through to public service and charity on areas from leadership, through team working and subsequently high performance cultures, I am left with some common threads that seem to always be present in those that work most effectively.
What actually are organisations (whether from Commercial FTSE 100s or Church)?
Perhaps it's better to look at them as a 'system' constructed by its members through the interaction of its members. So to be a bit off-the-wall, an organization is just a thought, not a thing. An imaginary construct of what is happening. Fundamentally it works because on the whole people come to work each day to do tasks that, should they agree locally it is right to do and this extends out throughout the whole group, it all works as a whole rather than by 'divine direction' from the physical top.
If leaders do decide what we do and set the vision, then why are we here now? Would they have designed the current position for any one of their organisations? NO.
So, the organisation emerges. The effective partnership emerges.
Ultimately, if individuals interact positively and agree what they do is right, this affects others near them and the overall thing creates patterns that appear coherent and effective – known therefore as emergence – though one has to accept somewhat unpredictable.
Ethics and the critical role it plays in leadership success.
One critical facet to include of course is the issue of ethics – not so much ethics of the whole organisation, but the ethics of each person in the individual decisions at the most local of levels (1-2-1) through the individual actions we take.
Let's face it, ethics form the basis of trust, and trust is only gained through actions (I see what you do – so you mean it, but only believe you when you repeat it consistently over time).
So the big question is, what do you do if you know this or understand this construct and want to influence and effect good leadership or leadership for good?
Leadership therefore in our context is NOT a 'heroic figure', but more all about the local interactions between human beings. Too many people are pre-occupied with the 'game' and not thinking how to decide what is best, so are engaged in 'politics, persuasion and negotiation' rather than what actually the whole thing is aiming to achieve. So for effective leadership we should stop thinking of pre-designed solutions or ultimate master plans, but more how to influence the 'group' in the 'right direction'.
Excellent leadership (which is in my mind a social phenomenon arising through the interaction between people) is where others recognise you lead and you recognise their roles. Leadership is therefore co-created.
Ethical Leaders therefore must:
Ethical Leaders therefore have to:
So, I agree with those that say selection and training of leaders is essential. That same training should open leaders' minds to all these insights and help them understand how to manage this uncertainty, while finding the way forward for themselves and for the group as a whole. We have a portfolio of products and services that can affect leadership for good in your organisation. Should you wish to know more, or even put something in place for your leaders, Entrusted can help you put the right things in place.
Monday, 22 June 2015 13:04
Thursday, 09 October 2014 06:29
Recently I've been sharing with a number of successful individuals I coach, the whole concept of "managing your chimp". This all comes from a book called 'The Chimp Paradox' by Dr Steve Peters. Dr Peters works in elite sport and has been the resident psychiatrist with the British Cycling team since 2001 and also the SKY ProCycling team. Sir Chris Hoy, Bradley Wiggins, Victoria Pendleton, Craig Bellamy and Ronnie O'Sullivan have all spoken publicly about how Dr Peters' unique Chimp Model has helped improve their performance. He has also been involved in 12 other Olympic sports and has recently been hired by Brendan Rogers at Liverpool FC!
His theory is that everyone has two personalities - a human and a chimp. You the human thinks logically and works with facts and truth. You the chimp thinks emotionally and uses impressions and feelings. The Chimp is an emotional machine that will hijack you of you allow it to. It is not good or bad ; it is a Chimp. It can be your best friend or your worst enemy - this is the Chimp Paradox.
This book is well worth reading if you find yourself wondering why things are happening that you would like to change. It makes you think about how you react to situations.
Here is one excerpt that some of you might be able to identify with - it made me think for sure
Imagine that you have gone to sleep with something on your mind that is really concerning you. You wake up in the night and your mind starts racing. At this point, the Human is fast asleep and the Chimp is in total control. Therefore your thinking is irrational and emotional. The Chimp will think and see things catastrophically and worry you for however long you are "awake". Eventually you will fall back to sleep and come round again in the morning. You now get out of bed and wonder why you were thinking so emotionally during the night.
The answer is simple : during the night your brain changes its functioning and the human no longer gives any check to the chimp. In the morning the human is now rational and puts things back into perspective. Nothing seems as bad once you return to human functioning. There is a simple lesson to learn and a golden rule to follow.
The simple lesson is that, unless you are a night shift worker, between the hours of 11pm and 7am you are in Chimp mode with emotional and irrational thinking. You rarely think with perspective and this will only return after 7 in the morning (I accept this isn't a good thing for someone like me who get s up at 5.30am, but I am working on it, or at least not doing too much focused thinking!). The golden rule therefore is :
If you wake during the night, any thoughts and feelings you might have are from your Chimp and are very often disturbing, catastrophic and lacking in perspective. In the morning you are likely to regret engaging with these thoughts and feelings because you will see things differently.
Try to develop an autopilot that says I am not prepared to take any thinking seriously during night-time hours when the Chimp is in charge.
One key point I take from this short extract is that it is worth thinking about if you ever find yourself worrying or stressing about something and then a few weeks later you wonder why on earth you ever allowed yourself to get so worked up over something relatively unimportant.
When working with others – perhaps share this knowledge while encouraging them not to stress too much outside of working hours, Let's face it, you need them to be fully switched on and positive at work, worrying late at night when often it's not rational will diminish their personal productivity.
'The Chimp Paradox' is indeed well worth reading for those of you interested in how the mind works, and for those who prefer audio, the best bit is Steve Peters is British (i.e. unlike many audio books it's not coming with an American accent!).
Monday, 09 December 2013 18:15
When we are constantly bombarded by information, when do you find the time to stop? Multitasking decreases productivity so have you found time to hit the ‘reset button’? This article examines why and how we should tackle information overload.
It seems a really important question to answer: “Why trust and not engagement?” We at Entrusted Consulting (www.entrustedconsulting.com) believe in…
A recent article by Sarah Amani, Senior Program Manager at Oxford Academic Health Science Network, beautifully distils a view on…
...it can take a company years to build and it can be destroyed in moments Chris MacDonald Business Ethics Blog…
Having 'consulted' for many years in a plethora of organisations from commercial through to public service and charity on areas…
Changes conjure up many feelings and emotions - excitement, anticipation and happiness, but change can often herald reservation, concern, even…