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Strategy – Set Your SAT NAV

  By Christina Lattimer • May 7, 2014 - 11:15 am
StrategySet  Your Strategy: Set  Your SAT NAV

I am afraid I am a strategy geek.  What’s wrong with that? You might ask.  Well nothing except when you start developing a healthy eating strategy instead of a diet, or a university funding strategy instead of saving for your child’s uni course, it’s a bit sad.

Well no, even I’m not that bad, although it’s been proven that many of us take our work pattern home with us, but that’s a whole different blog post!

I wish there were other words in the dictionary to describe strategy.  The Oxford dictionary definition of a strategy is “A plan of action designed to achieve a long-term or overall aim:” Thesaurus results have unhelpful words like “plan, approach, tactic and even scheme” as alternatives. As you can see it’s very difficult to inspire you with such mundane language.

Setting a strategy that works inspires me.  I know I am in a minority about this, but please bear with me.  Setting a strategy involves so many elements and requires a sharp skillset.  If it is going to be successful that is.  If you have an organisational or team strategy and it’s lying in a drawer waiting for someone to blow the dust off it, then it probably isn’t going to work.   In reality there are many components involved in setting a strategy, too many to mention, so I will concentrate on the vital components.

So what are the vital components of a successful strategy

  • You have to have vision.  If you want to achieve something, then you need to be able to describe, what it looks like, where it is, who is involved, when you want it to happen.  You need to be able to see it, hear it, feel it, smell it and taste it.  You need to be able to describe your vision so it becomes real in your imagination.  Once you have visualised what you want and articulated, this then becomes your goal.   It’s pinpointing exactly where you want to go and every strategy needs at least one.
  • The next part is to plan out how you are going to get to your goal.  Now I know from experience that we are all different.  Some of us love detailed plans with lots of milestones and deadlines.  Others like some key milestones along the way, and don’t want to bother too much with the detail.    Some of us don’t need a plan at all, but that might be a leap of faith too far unless you and your team are wholly committed.  The truth is, the structure of the plan doesn’t matter too much.  If you think about most projects or outcomes you have delivered, there are many ways to skin a cat, or many different routes you could have gone down to get there.   The real trick about having a plan is twofold. Firstly it keeps you focused on achieving the outcomes and secondly, it keeps you moving forward.   That’s why a plan is essential; however you want to detail it.
  • You need someone to make sure you achieve the milestones and to review what is happening so that you can keep on track.  The owner of the strategy needs to be an opportunist and be innovative.  These skills are absolutely necessary when the original plan of how to get there becomes unstuck. The owner will always navigate you back to the right road, so that you will get to the right destination or achieve the right goal.
  • You need to check on progress, and this is preferably someone different from the owner.  Someone who can provide a fresh pair of eyes, or a different perspective, but someone who also wants to reach the goal as passionately as the owner.   In other words your back seat driver.
  • And finally, you need to be able to feel the discomfort of uncharted terrain.  If the plan doesn’t unfold the way you thought and the route you planned out doesn’t look like you imagined it would, don’t panic and stop.  Don’t go back to the beginning either.  You need to trust that sometimes unfamiliar territory is exactly what you need in order to get where you need to go.

So my proposal as a new term for strategy is as you will have guessed by now “SAT NAV.”

You pop in your postcode (goal)

You have a general idea about the direction, timing and route, so you can take money for petrol, or time for a loo break etc. etc. (a plan)

You start driving.  When you take a wrong turn, the SAT NAV prompts you and takes you back to your original route.  (owner)

Your back seat driver will observe as you are driving

A great strategy is like correctly setting your SAT NAV.  You need to be able to trust it will get you where you want to be, you must enjoy the journey, but be vigilant about taking wrong turns.  You need to be flexible about taking another route if you do take a wrong turn.  Sometimes your plans will have to be changed if you want to reach your goals on time.  After all if you’ve ever put in the wrong post code, then you will know how long sometimes it takes to dawn on you that you are going the wrong way.

 

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3 Leadership Skills To Inspire Team Success

  By Christina Lattimer • May 1, 2014 - 7:18 pm

1350342133 Leadership skills

Leaders usually have a balancing act to perform, especially around how much they allow their team to contribute to organisational success, or how much they take upon their own shoulders.   How  well they harness the commitment, effort, skills and effectiveness of their team and how well they are able to let go and allow their team to take up the challenge and deliver, depends on how well they are able to set healthy parameters.

One of the most difficult dilemmas for a leader can be determining when they should let go and allow employees to either float their boat, or sink.

In order to do this well, leaders need to have three skills

  1. A reciprocal and healthy balance of giving and taking
  2. An ability to communicate their own boundaries and have a healthy respect for the boundaries of team members.
  3. The courage to take and manage calculated risk.

Being able to apply boundaries in working relationships is essential for good decision making, although for many reasons some find difficult to do so.   A mismatch of boundaries can, and does, create disharmony, distrust and demotivation inside and outside the team.

I remember a story about a CEO who was committed to a life changing cause and was respected by peers and stakeholders.  He got good results mostly and where he didn’t, had a great handle on problems.  What he didn’t realise of course was 75% of his team were slowly sliding off the deck, while the remainder were standing at his back cheering him on, watching him steer the boat.

This great man had such an extended sense of responsibility, he couldn’t see that by trying to control the whole ship, he was systematically dis-empowering his team one by one.   He was wary of taking risks, giving over control or allowing his team to take some of the responsibility from him. His people skills left a lot to be desired.

There are many variations on this theme and it’s not a perfect art, so few people get it completely right. There have been many times I’ve dis-empowered my kids by making decisions for them.  In a work situation, when the risk seemed too great I have been known to take over and override an employee’s decision; although I tried to do it kindly, it was not always perceived that way.

Sometimes a leader has to  take a calculated risk, and this can mean letting people fall and suffer the consequences of that fall, in order to learn and grow.  Those situations can be a tough call for a leader.

I heard from a team who had big problems because their leader “overdid” delegation.  He was so focussed on what others should or must be responsible for, he left himself out of the equation. He didn’t gain the respect of his team, as they often felt overburdened and were wary of asking for help because the signals he was giving indicated he didn’t really want to be involved, although that wasn’t the case at all.

One of the most difficult issues is respecting role boundaries.  Of course roles are meant to be fluid and let’s face it, we all must cross over role boundaries in order to get the job done.  But there are times when crossing over such boundaries either masks poor performance, or muddies the water so much that account-abilities are confused. Good role boundaries are essential, with a suitable degree of flexibility, to fit different situations.

When to let go and when to keep steering can seem daunting. Much depends on a leader’s inner confidence and maturity.   I have rarely worked with or for a leader who gets risk, responsibility and boundaries completely right.  Being aware, checking understanding and exploring where boundaries lie is essential.

 

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If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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Responsibility – The Road To Freedom

  By Christina Lattimer • April 25, 2014 - 5:27 pm

responsiblityTaking Responsibility is the key to greater freedom

Responsibility can be a tough bedfellow.  Today in a couple of separate encounters, one with a 14 year old girl and the other a 40 year old man, I heard how they had recently experienced difficult times in their lives. What both had in common was they blamed others for their plight.  The common theme was ”If only x had done y then z, and I would be ok”.

I watched this dynamic without judgment.  I too had taken such a position for a very long time.  I also felt a little saddened because I realised nothing could be changed permanently until they realised there was another way of seeing their situation now and in the future.

On both occasions, I attempted to suggest maybe there was another way of viewing their respective situations. Not to make them wrong, but to show them a way out of their agony.  Both firmly rejected my suggestions, because sometimes, just sometimes, as human beings we would rather be right .

Sometimes you only see the light when you experience the darkness

A number of years ago, I personally experienced hard times.  It was a depressing period in my life; the future looked bleak indeed.  I knew things had to change. I didn’t know it then, but I came to realise what had begun as a monumental disaster, turned out to be the biggest gift life could have handed me.

As I pondered on what had gone so wrong, I blamed everyone and everything.  The truth was some external and some internal factors had led me to that low point and blaming or focusing on external factors was getting me nowhere fast.

My first “light bulb” moment happened when I began to take total responsibility for my experience.   I couldn’t control everything in my world. What I did have power over was my response to what life threw at me. Focusing on whose fault it was and wanting to point the finger of blame was deflecting from the energy needed to move beyond the situation.

Secondly, I began to pay attention to my intuition.  I overrode my intuition pretty much of the time.  The rot began early in life,  times when I wanted to be like my peers;  I wanted my relationships to be harmonious;  I didn’t want to rock the boat with my parents. After many times of overriding my own internal truth, I realised my own best friend was inside me.

Acceptance releases the energy used for blame to finding a solution

Accepting my situation I began what I thought would be a slow and torturous route out of the fix I found myself in.  On the contrary, it was the most enlightening and exciting of journeys.  It wasn’t easy, but it was transformational.   I went from being broke, dispirited and in despair, to a place where I was financially secure, optimistic and at peace with myself.  The experience was like replacing a house of straw with a house of bricks with very solid foundations.

Taking Total Responsibility

I developed a vision: I set goals for my working life, I set figures for my income, how I would feel about my work and how good I would be at it.  I achieved them almost 2 years ahead of target.

I set out a detailed plan.   I needed certain skills and experience.   I articulated the detail of “how” in my plan. I achieved all milestones and was offered the job I wanted before I had met the outcomes in the plan.

I engaged my team.   I needed a support network around me.  My beloved network included my family as well as my professional colleagues and friends.  I let the right people know things had changed, and I got them on board to help me.

I focused on my successes and goals.  I didn’t waste time thinking about the reality of the situation I found myself in.  I faced up to it, identified the gap between where I was and where I wanted to be, and concentrated on closing the gap; not the past.  In the present moment, I chose to be grateful for what I had achieved and the help and opportunities which came my way.

I let go of unhelpful doubts, thoughts and beliefs.  I got in touch with the power of my mind.  Doubt and negativity simply create resistance to achieving what you want

I have used those steps many times when leading teams at work as well as creating my life outside of work.  Repetition should create mastery, yet I still struggle at times, but at least I now take total responsibility, so if things don’t work out, I only have myself to blame.

 

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This great article is from the our 6 months themed series based on the Centre for Creative Leaderships Report of 2013, in which they identified the 6 top challenges for leaders across the globe:   Don't Miss Out! Sign up here to be notified of subsequent issues and posts

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If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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Lead Yourself First: Attachment and Letting Go

  By Christina Lattimer • April 23, 2014 - 9:40 pm

121227905Attachment can become unhealthy

We all can become attached at some stage in our lives.  As children we are attached to our parents or other caregivers.  In this scenario attachment is seen as healthy and affirming.

When an attachment prevents us from seeing or acting clearly it has become unhealthy.   Sometimes we are attached to other people, to particular kinds of situations, or substances for example.  Obsessive attachments as we know become addictions.  When these kinds of attachments become obvious we will often seek help.

In the workplace, we can become attached to a particular culture, belief or perception about the way things are, or should be. We can become attached to our views of others and also about how relationships should be at work.   People who resist change are usually people who are attached to maintaining the status quo.

A number of years ago I worked with a manager, who believed employee surveys weren’t helpful because in his view the survey gave people the opportunity to complain and only employees who had a grudge filled in the survey. Hard-working employees did not have time to fill in the survey; they were too busy doing “real” work.   Despite attempts to help him see the employee survey as an opportunity, he preferred to be right and his view prevailed.   His survey results never did improve.

Often we don’t even realise we are unhealthily attached to our views, something or someone, until we have to face physical, emotional, or intellectual change.   An unhealthy attachment is actually a reaction to fear of change, or when letting go feels like we have to give up or sacrifice something we believe we need.    It’s also human nature, and very few of us have the emotional intelligence and insight to completely avoid the pain unhealthy attachment brings.

The problem with letting go of attachments is it feels scary. There is however a magical empowering alternative to attachment.  We all need to form relationships with people and situations.  We need to build a framework of beliefs and ideas so we can function.  Instead of attachment, we need to connect. Connecting is involving oneself emotionally, physically or intellectually without the fear of “giving up” or “sacrifice” unhealthy attachment is borne of.  We know we can connect, enjoy and when the time is right, with love; let go.

Below are some of the ways we can better navigate our lives by replacing unhealthy attachment with healthy connection.

  • Recognise when we are attached to people and instead re-frame into healthy connection. We can intimately connect with our very close relationships.  As you connect with others, rather than become attached, you are freer and can enjoy each other without the fear of loss. You realise people come into your life sometimes for a lifetime, and sometimes for a season.
  • We might not realise we are attached to objects or situations until we have to face the pain of giving them up.   How often do you hear sad stories of people who ruin or take their lives because of losses on the stock exchange for instance?  “Giving up” can create depression and despair.  “Letting go” is a healthy alternative. If we know we can enjoy our lifestyle, or our situation and be able to “let go” when the time is right, this attitude empowers us to live and enjoy the present.
  • Let go of our need to be right.   Attachment to beliefs, attitudes and ideas can limit our life tremendously.   Reality is shaped by our beliefs. What we focus on becomes our world. By keeping an open mind and being prepared to examine and change limiting or unhelpful beliefs and thinking; we stay fresh and open to what life brings.
  • Be purposefully positive.  Recognise when we are unhealthily attached to being negative and how negativity is limiting ourselves and others, in our lives and our workplaces.  Holding onto negative views and conclusions will ultimately prove us right in the end

If the manager who dismissed his employee survey results by his fixed views about the respondents had been more open minded; he might have been open to the possibility that even negative feedback was “valuable”.  He could have taken the opportunity to engage with his people, acknowledge their perceptions and take action to positively impact them, and his results.

Good programmes should approach the psychological issues which can impact performance, although most don’t.

We all become attached and sometimes unhealthily, it is an ego trait which can cause unnecessary pain, suffering and resistance.  If you find yourself attached, then with kindness and understanding, gently detach and reconnect.    You will become magically empowered to live life more openly and freely, and after all isn’t such freedom what we all want?

 

 

Join us on this amazing journey!

This great article is from the our 6 months themed series based on the Centre for Creative Leaderships Report of 2013, in which they identified the 6 top challenges for leaders across the globe:   Don't Miss Out! Sign up here to be notified of subsequent issues and posts

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If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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Lead Yourself First – The Impressive Impact of Relationship

  By Christina Lattimer • April 22, 2014 - 5:28 pm

relationshipIn my view, money doesn’t make the world go around, relationships do.

We are in relationship with everyone we meet, because we are always swapping energy.  Even the guy reading the paper in the adjacent seat on the train might leave an impression as you form an opinion about or sense his energy.  Ok, it’s not much of a relationship, but it is important to know we can actually impact everyone we meet at some level.

If we have even a slight impact with a complete stranger think about the impact we have on our nearest and dearest, our work colleagues, teams or customers.  Human relationships whether they are romantic, work-based, friendship or family based are successful or not because of a number of common factors.

Forging successful relationships is essential for a successful life.  Whether at home or at work,  creating successful relationships is being able to identify what needs to be in place, and being able to understand ways your relationships work by heightening your understanding of the relationship.  The following are components and factors which can be applied to our relationships and the reason why we form them.

Purpose

If you are friends with Ted because you like going to the pub every Friday, and he is in there every time you go for a pint, then that’s the relationship you have.  If Ted stops going to the pub on a Friday, then it’s unlikely you will continue with your relationship. If you went and knocked on Ted’s door, he would likely be gobsmacked.   Where relationships can fall down, is when one person in the relationship wants to take it further than the purpose of the relationship.  Understanding and being honest about the purpose of any relationship can prevent many misunderstandings and conflicts.

Reciprocity

A relationship can only be successful if both people want to be in it. If you’ve ever been friends with someone and you’re making all the calls or trying to make arrangements to meet, then you are probably more invested in the relationship than the other person.  If a customer simply isn’t interested in your product, or your employee is looking for another job, then you don’t have a reciprocal relationship.

Energy

Sometimes we have the best relationships with people who have contrasting energy. Someone who is reserved and quiet  may enjoy being in relationship with another who is exuberant and loud.  Alternatively such a relationship might be a complete recipe for disaster.  I remember being on an interview panel with a candidate who was enthusiastic and proactive.  While I admired her energy, the other panel member felt drained by it.  If matching energy is experienced, then people may feel extremely comfortable or very bored.

Values

Shared values usually create relationship success.  If you are struggling in a relationship, examining each other’s values is a good place to start.  If for example you value expensive things and a luxurious lifestyle and someone else values basic and simplistic living, then you will either come to terms with the differences or the relationship will not exist for any length of time.  Likewise a caring, sharing colleague might form a close working relationship with a tough hard-headed business type, but more than likely won’t.

Expectations

Expectations can be centred on your own and/or other’s needs and wants.  If you expect your employees to contribute a decent day’s work for a fair wage and that doesn’t happen, then the chances are you have relationship problems.  Likewise with personal relationships, problems may well occur if you feel let down or expect something different than that which is on offer

Communication

How we communicate can determine the success or not of a relationship.  Communication differences can ruin a relationship if there is a lack of understanding about different communication styles.  For example conflicts can arise between people who communicate kinaesthetically and those who are auditory. I remember a long drawn out conflict between a manager and one of his team because the language he used was logical and factual and didn’t fit with her needs which were words of caring, feeling and empathy.

Attitude

Your beliefs, thoughts and conclusions  can determine your attitude about people in your personal and work life.  If you work for an employer and you believe you don’t count, then your belief is going to colour the relationship with your manager or team. Your attitude will seep out whenever you speak to others about work. Likewise, if someone has let you down badly in your personal life, if you are unable to forgive them, then your relationship will be affected forever by your attitude to them.

Commitment

Relationships require commitment, even if it’s to give someone your full attention for just a day.  If you decide to work for someone and only plan to stay for a few months and they expect you to stay for the long haul, then your commitment to each other is mismatched and will affect your relationship.  Most of us enter into marriage as  a lifelong commitment.  However, when that commitment wanes, the relationship could be in big trouble without a re-examination and re-connection of why you committed in the first place.

Boundaries

Boundaries exist physically, emotionally and mentally.  Part of building good relationships is about identifying and respecting your own and other people’s boundaries.  Boundaries signify how much you are able to or want to allow someone into your life, or how much of yourself you want to give.  Pre-nuptial agreements set clear boundaries.  I want to spend my life with you, but if anything goes wrong,  I’m not prepared to give you my money.  At work, contracts of employment set out the boundaries of the relationship.  Trouble can occur when you’ve signed up for 40 hours a week, and the company with a long hours culture actually expects a lot more.

Timeliness

Relationships happen at the right time.  If the timing is wrong, then it’s unlikely the relationship will satisfy any or some of the factors listed above.  If you meet the man of your dreams and you need to go to college halfway around the world, then the timing may be wrong to get together at that point.  Likewise, if your customer doesn’t want to buy quite at that point, or your employees don’t buy into your vision, it may well be that the time is just not quite right.  Unless of course there is a permanent mis-match of any of the above and there will never be a right time.

 

 

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This great article is from the our 6 months themed series based on the Centre for Creative Leaderships Report of 2013, in which they identified the 6 top challenges for leaders across the globe:   Don't Miss Out! Sign up here to be notified of subsequent issues and posts

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If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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7 Essential Mindset Shifts of New Leadership

  By Christina Lattimer • April 22, 2014 - 4:44 pm

mindsetLeadership of the future will be all about mindset

New Leaders will be at the forefront of creating paradigm shifts for themselves, their teams and followers.  Not only will they  lead by example, but they will show others through focused thinking and vision a brave new world.

There are certain ingredients which leaders and people in the development field must be aware of moving forward.  The ingredients included vision, beliefs, thinking skills and emotional intelligence. Using those ingredients effectively requires a Mindset different than that which has gone before.  is now proving what most people believed was impossible is actually true, based on scientific evidence. Very briefly and simply, this means:

 

 

  • The universe is made up of pure energy
  • We are all interconnected and part of that energy
  • Energy is invisible, but what we what we pay attention, believe and think becomes our reality
  • Every observer will create a different reality depending on their Mindset

There is really only one shift to be made which is the realisation of the infinite possibilities which exist.  But it as rare as St. Paul’s “Road to Damascus” moment for the majority of us to make such a huge shift all at once.  It takes time for most of us to let go of old and outworn beliefs and thoughts and replace them with new life affirming mind-sets.

For leaders of the future, the following seven shifts may be good places to start in the workplace. Shifting our attention from:

Sickness to Well-being

Concentrate and invest in physical, emotional and mental wellness.  We will measure wellness and our activities will be centred around being well.  We will celebrate wellness, and set targets around well-being. Focusing attention and energy upon absence and sickness simply creates more of the same.

Scarcity to Abundance  

Instead of cutting costs or settling for second best or laying off employees for example; we will develop possibilities of generating ways to grow and increase wealth.  Be generous and don’t allow fear or guilt about finances be the decision-maker.   Realise wealth isn’t all about money.  It is about an abundant mindset.

Limited to Unlimited 

There are no right or wrong decisions or beliefs. There is just difference. Moving from limited beliefs and thinking can at first prove overwhelming when we realise there are infinite possibilities or paths to traverse. We are only limited in our achievements by our limited thinking and beliefs.  we must listen to our intuition and dare to believe what we truly desire can be achieved.

Powerlessness to Power

We will empower ourselves, believing in our ability to create, and change our current reality. Accept our current reality without resisting or wishing away what is.   Have faith and patience with the right Mindset we can make positive changes.

Competition to Excellence

Let go of the need to compare and compete with others, whether personally or in business. Concentrate instead on only doing the best we can understand there is a niche for everyone and a contribution for everyone to make. We will focus on doing our best, not coming first.

Profit to Contribution

It matters not about the size of the contribution as long as it is authentic and borne of a desire to make a difference. ~We will shift from how much profit to how much of a contribution we make. It is the energy of contribution honestly made meeting a real need which is paramount. When we concentrate on contribution and make it a brilliant one, the energy will bring abundance.

Management to Relationship

Relationships are going to be the main focus for the future. Relationships built on mutual understanding, equal responsibilities, agreed roles, with built in accountability for fair reward. It is a mutual and agreed relationship of give and take, which returns energies of contribution with those of reward.

 

 

Join us on this amazing journey!

This great article is from the our 6 months themed series based on the Centre for Creative Leaderships Report of 2013, in which they identified the 6 top challenges for leaders across the globe:   Don't Miss Out! Sign up here to be notified of subsequent issues and posts

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If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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Five Ways To Get Rid Of Stress and Honour Yourself

  By Christina Lattimer • April 21, 2014 - 9:58 pm

stressTo alleviate stress, you have to strike an equal balance between work, rest and play.

I write a lot about inspiration and what leaders should be doing well.   I am always keen to describe how we should have vision and be using reaching strategies and behaviours to make things happen.  Big action is often my cry.  I’m a big advocate of  emotional intelligence, intellectual dexterity; resilience, unity consciousness and how we relate to each other for example.

I read and share a plethora of intellectual, insightful and inspirational articles and blogs about what makes a great leader, manager, boss, HR Director or whoever may be paving the way for others. is a passion.

There are many people out there who tell us how to live our lives and what to strive for, how to do things well, improve, be better, be best, and yes I do that too.

For the majority of the time, I love it.  I love finding new ways to motivate interest, excel and go the extra mile.

But there are times, when thinking about how efficient we should be, or how much we should challenge and push ourselves that sometimes; just sometimes  it’s great to be just ok, in the here and now, right now, without any wish to be, do or think anything else.

The world is mostly in a queue, a whirlwind, aspiring to something, wanting to improve, getting better results, being more honest, moving forward, changing at the speed of light, a hive of activity which can be true in our personal lives as well as at work.

Stress is one of the biggest reasons for absence and one of the biggest costs of presenteeism at work.  There are a number of causes of stress, and most of them caused as we live out the challenges of moving quickly, changing lives, work, roles, partners, houses, jobs, and the way we do things and there are many more.

And we don’t really have much choice.  Unless everyone stood still at once, we need to keep up with it all, or risk being left behind, and that is our fear and why we tolerate stress often.

Sometimes though we need to stop and do something different.  Oh the sweet relief of taking time out.   Taking time out is important for anyone, whether you are a leader, a team member, stay at home or business owner.  The world would be a better place, if everyone gave themselves a real break. So if you are endlessly busy and the adrenaline is wearing thin.  Or you are too busy, too worried, stressed or in the throes of any kind of change: The following are some of my suggestions about how you can give yourself a respite from the madness of your daily life:

  1. Accept everything completely as it is and make a decision just for even half day or so, not to wish for anything different.  Just accept and surrender to where you are right now. Stop wanting people, situations or ourselves to be different.  You don’t have to be happy about “what is” just make a decision not to be unhappy about it.  That’s called being at Peace. And it’s refreshing.
  2. Be with yourself:  Watch yourself, feel your feelings, if you feel happy indulge yourself and let yourself really feel the happiness.  If you feel sad, then give yourself permission to.  Know it isn’t going to destroy you.  Feel negative emotions instead of repressing them, just don’t act on them.  Your emotions are simply a guidance system. If they are happy you are on the right track, if sad they are telling you that there is something you believe which is not true about yourself.  Feeling and releasing negative emotions can feel brilliant, as long as you don’t wallow in them and don’t identify them as being who you really are.
  3. Breathe; get away from the hustle and bustle if you can.  Breathe in some healthy fresh air and enjoy the feeling of taking the air into your lungs and right into your body.  When you are breathing you are relaxing your body, and giving it a rest.  Conscious breathing is like having an inward shower, all your cells and your being benefits.
  4. Meditate:  For years I struggled with being able to meditate. I read all of the guidance and yes of course when I tried to stop thinking, the thoughts crowded in.    Once I realised the true purpose of meditating is to focus on the gap between the thoughts I cracked it.  The beauty of concentrating on the gap is twofold.  Firstly you are in touch with your higher self who is all powerful and wise; and secondly, by being in the gap between your thoughts you are actually giving yourself a well-earned break.   Thoughts are energy and too much thinking depletes us, yes even if most of our thoughts are happy ones.
  5. Appreciate: Gratitude is a brilliant state to be in.  Appreciation is even better because you tend to be grateful for something you have or have earned, or have been given.  You can appreciate situations, people and stories which have nothing to do with you and as a result you are simply being appreciative of the world around you.  Appreciation is akin to real love because real love is unconditional, all-encompassing and not limited to the personal self.  Therefore feeling appreciation is restful, energising and soothing.

So go on, give yourself some much needed time off and practice some of the relaxing ways of “being” described.  If you have your own ways of de-stressing or relaxing please do let me know, I’d love to hear from you.

 

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A New Paradigm – A Leadership Development Model

  By Christina Lattimer • April 21, 2014 - 1:41 pm
Leadership Development ModelTo give clarity to my paradigm on leadership and management, I set out below my leadership development model which gives on overview of my own philosophy.

I fell into the leadership and management field really.   When I left school at 16, with no expectations other than eventually to get married and start a family I had no clue what I wanted to do.  Taking the first job I could, in an office, I eventually became a manager at the tender age of 22.  Being the youngest in the office and the manager meant I had to learn quickly, and I did.  After decades now of leading and managing teams I made every mistake in the book.  Much of my career whilst successful in many respects was born of trying one thing, and when it didn’t work, trying something else.  I think I probably need to apologise to my many team members and colleagues over the years, because life with me as a leader wasn’t always easy!

The years of leading and managing though always felt right, even when everything was going wrong, and it quite often did.  What I did over that long path of time, was to learn.  I realised early on that life was about learning.  First of all I had to learn about other people, then myself, and ultimately that real learning which only occurs around relationships.

In the early days, I wanted to learn to become a better person, and often failed miserably.  Although I needed to take in information and learn the tools of my trade, I realised these were mere props. Eventually I realised that learning is actually about bringing out of one self.  The word “Education” actually derives from the verb educe, which meant “to draw forth from within”.

Having dedicated myself to a path of self-learning over the years, I would contend that the most satisfying purpose in life is to learn and uncover one’s own real self.   In this respect, I now know that learning about one’s self is not to make a better person.  But rather to uncover the person which was always there.  That is true for all of us.

What I also discovered on my learning journey was that as my self-awareness grew and where my leadership development model came into being, so did my understanding and ability as a leader and manager.  For someone who hasn’t undertaken a path of self-learning it might sound self-centred and egocentric.  But it isn’t. What I have learned is that as self-awareness grows, so does your regard, concern and respect and understanding of and for others.  I also believe a true leader does not lead per sae, but brings out the best in others, consciously or unconsciously helping them to unwrap their own true selves.

Sometime last year I spent some time with MBA Students and we were talking about modern leadership.  We looked at the many problems with the world, with politics, and with business.  We examined the many crises leaders must be tasked with.  They are enormous tasks which need great leadership and vision.   When I asked them what skills leaders needed across the board to cope with what was to come.  This is what they said.

Our leaders need “Integrity: Credibility: Wisdom: Courage: Consistency: Social Intelligence: Charisma: Vision: Communication: Appreciation: Decision making: Fairness: Justice: Rational: Creativity: Honesty: Open-mindedness”

There are many leadership models, hundreds of thousands of leadership books, underlying the many perspectives out there.  But at the core of all us there is a commonality. “A knowing” when things are right, and what is needed.  I believe many of the attributes most people want their leaders to have are contained in that list articulated by the students.

Below is my leadership model based on this commonality and knowing.  This is, I believe, the new paradigm, so sorely needed right now.  Many are already there, many on the journey, and many still to undertake it.  But it is open for anyone to choose to do so at any time.

THE PEOPLE DISCOVERY LEADERSHIP DEVELOPMENT MODEL

leadership model pic

The Model is based on a number of characteristics which are available to anyone.  The characteristics of the Model are:

Connected to Higher Self

1.            An ability to connect to ones higher self.  Some people call this Right mind or Right brain, or Spirit, Love, Intuition, a Guardian Angel, or some other Inner Guide.  And so they are Inner Directed, Discerning and Confident.

Unity Consciousness

2.            An understanding that the higher self is who we really are; the main characteristics of which are unity consciousness and love.  And so they are Positively Value Based and Value Others Equally.

Self- Awareness

3.            Well-honed visionary, thinking and emotional intelligence skills which are used with the purpose of making a real difference and so they are Creative, Self-Aware and Purposeful

Inspiring Others

4.            Understand others and therefore know how to communicate, engage, create an environment which encourages enthusiasm, commitment and motivation, and as a result get the best out of their team.  And so they are Accepting, Non-judgmental and Inspirational

Motivate Inspire Lead Engage

Leaders who develop the characteristics of the model are able to create the conditions to self-motivate, inspire, lead and engage their people.

 

 

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Challenging Limiting Beliefs Is A Leadership Skill

  By Christina Lattimer • April 17, 2014 - 10:13 am
beliefsUnderstanding how people tick is essential for a leader, especially at the level of our beliefs.

Beliefs create our individual and collective worlds.  Millions of pieces of information are available to us at any one time.  Our beliefs and the parameters which are then laid down by our beliefs determine which pieces of information we receive.  Our beliefs determine which pieces of information we accept or reject.  If we don’t believe it, then we simply don’t perceive it, or won’t allow ourselves to perceive it.  In the words of the song

“No matter what they tell us No matter what they do No matter what they teach us What we believe is true” Beliefs come in all sorts of packages and create all kinds of effects in our lives.

  • When conflicting beliefs come into our awareness it can create confusion
  • Holding opposing beliefs at the same time can cause internal conflict
  • Limiting beliefs can prevent you receiving what you want
  • Subconscious beliefs appear to control your behaviour and make you feel  helpless
  • You can bring subconscious beliefs into your awareness
  • You can choose your beliefs.  No belief is ever fixed
  • The key to changing your world and experience is to change your beliefs
  • How you interpret reality around you can inform and shape your beliefs.
  • Beliefs are simply an interpretation that you choose to determine as true
  • Beliefs can be changed.

When a leader or manager understands the process to go through to challenge limited beliefs, then they have the key to secure positive change for the greater good.  I’m not suggesting that it is a leader or manager’s  job to change people’s beliefs.  And certainly we need to make sure we respect people’s beliefs, particularly in the arena of equality. However a good leader or manager will understand the effects of limiting beliefs and understand the process of undoing them.

People act and react in accordance with their beliefs and uncovering those beliefs to enable positive growth is extremely powerful.    Brainwashing people or trying to force people down a different route is not ethical, and it is not what I am suggesting.  Everyone has a free will, and this must be respected.  But it is useful to know,  how and what you need to do to understand when your employees are holding unhelpful beliefs about themselves or others.  Being aware that these beliefs can be changed can help you to influence and persuade employees to adopt more positive beliefs.

I’ll give you an example.  I worked hard for a couple of years engaging with a particular team and helping them to think and feel like a successful highly motivated team.  In those days I was pretty idealistic and hoped that I would win everyone over, and that everyone would enjoy working in the team.  But there was a core of people, who no matter what,  were still unhappy.  They habitually criticised and caused negative waves.  Simply put, they had fixed beliefs about their working lives and maintaining their belief was more important to them then changing beliefs.

I was talking to one of the employees who could be particularly negative.  I asked her why she seemed so resentful and was there something I was doing which was causing this particular resentment?  Her reply was a real eye-opener.  She told me that it was nothing to do with me at all.  I had come in and she observed that I was trying to get the team on board.  However, she didn’t like management, never had and never would.  She went as far as to say that nothing I would ever do would persuade her otherwise!

We did come to a somewhat uncomfortable compromise in the end, which limited her impact in terms of negativity within the team and how our relationship would work in the workplace given her fixed and unrelenting views.  Not ideal, but then, not my job to change her beliefs.

The real power of understanding beliefs and belief systems is when managers are instigating change.  Work on drawing out existing individual and team beliefs and then understanding how to help people see things through a different lens for the better within the workplace is the key to fundamental and lasting success.

Encouraging employees to reach positive beliefs about themselves, their contribution and the meaningfulness of your vision and task are the building blocks to brilliant success.

Incidentally for the sake of clarification:  in the Equality Act; belief is defined as “including philosophical beliefs, such as humanism, which are considered to be similar to a religion. Other categories of beliefs, such as support for a political party, are not protected by the Equality Act.” This is not what this blog is about. 

This blog underpins the work being developed for my leadership programme which will be released later this year.  If you’d like to be updated when this is available,

 

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21 Ways To Use MBTI To Help You and Your Team

  By Christina Lattimer • March 12, 2014 - 10:01 pm
MBTIMBTI is an essential tool for you and your team.

As a leader, manager or HR Professional, one of your foundational strengths is the depth of your own self-awareness and awareness of how other’s tick.   You know the key to motivating people is being completely open and transparent and being able to be yourself, which in turn allows your team to follow suit.

One of the easiest and globally credible tools to develop self-awareness and understanding is Myers Briggs Personality Type Indicator (MBTI).   Carl Jung, the great psychologist developed a model of personality type which was later refined by the mother and daughter team, Isobel Myers and Katherine Briggs.

One of the principles of Jung’s model, “Psychological Types” developed in 1921, was each person has an innate urge to grow.  Part of our growing process is to learn how we individually operate, develop the parts of us that we need to learn more about, and learn about the people around us.

Understanding difference is a real people skill.  Differences occur through cultural, physical and psychological factors.  Mix this up with differing beliefs and temperaments, and no wonder managing and understanding people can be challenging.

In the UK, we have travelled some distance in identifying equality and cultural issues; the Equality Act 2010 takes that thinking even further.  Some organisations are still learning how to get to grips with difference, and some excel.  But I’m sure you will agree it is fair to say we always have room to improve.

When it comes to understanding psychological differences, we still have some way to go, but understanding such difference is important from a leadership or management perspective. Not only is it important;  it is relatively simple to grasp.

If you’ve experienced MBTI, you may have found learning about your own psychological type a key starting point for self-development.  Once you have an understanding of what makes you really tick, then your whole world will look different.  Not only will it lead to greater self-acceptance, but it will also help you accept and value the differences of others.

Many leaders,managers and HR professionals are familiar with and use Myers Briggs extensively so I will skip going into more detail.  If you haven’t come across the tool before, you can find out more about Myers Briggs on the link.

If you haven’t used Myers Briggs or you don’t feel you’ve fully realised the benefits from using the tool, here are 21 compelling reasons why you might want to look again.

Learning and understanding how each other tick can help to:

  1.  Avoid and resolve conflicts
  2.  Play to an individual’s strengths
  3.  Identify gaps in the team
  4.  Discover how your team style works best with customers
  5. Enable self-understanding and so reduce stress
  6. Help you learn to relax
  7. Aid career development
  8. Assist communication strategies
  9. Provide managers with the understanding to give effective feedback
  10. Inform personal development plan
  11. Work together more effectively
  12. Relate to each other with greater understanding
  13. Encourage true psychological diversity
  14. Support people through life transitions
  15. Inform your  own and others decision making
  16. Develop thinking skills
  17. Develop emotional intelligence
  18. Identify and develop strengths and weaknesses
  19. Develop leaders,  managers, teams and HR expertise
  20. Encourage team members to understand and appreciate different strengths
  21. Improve and change culture.

There are some circumstances where it can be dangerous to use Myers Briggs such as recruitment selection, judging performance or by making assumptions because of type indicators. The 8 elements of Myers Briggs can be used interchangeably, and people can be just as accomplished using their non-preferred type

If you have used personality type as part of your leadership, management, team development, or HR strategy;  I’d love to know how you got on and what you got out of your experience……or not!

 

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This great article is from the our 6 months themed series based on the Centre for Creative Leaderships Report of 2013, in which they identified the 6 top challenges for leaders across the globe:   Don't Miss Out! Sign up here to be notified of subsequent issues and posts

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If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.