Leadership and Management

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Burying the Hatchet on Work Place Disputes

By Christina Lattimer • October 31, 2013 - 2:46 pm Leadership and Management

Disputes at work cost us much more than loss of productivity

As we speak I have placed myself at the centre of a dispute. Now for me this is quite a big deal because quite frankly I am against being in dispute per se. The details of the dispute are immaterial because all it really boils down to is that the other person I am in dispute with simply sees things differently to me, and they are trying to foist their perspective on me. (Conversely, I’m at it too!).

Because I know that disputes are futile egotistical diversions, which waste a lot of time and energy I usually avoid them like the plague. That’s not to say I don’t feel strongly about certain issues, and I abhor it when my values are being dishonoured, it’s simply that I know enough to realise that everyone is entitled to their opinion. Also life is simply too short to become embroiled.

The thing is with disputes though; it is usually when someone else’s rules, opinions or behaviours impinge on our own personal boundaries that we can no longer turn a blind eye.

Some of the facts

At work in the UK, around were recorded in 2012/13. The introduction of payment of a fee to lodge an employment dispute to a tribunal which was introduced in July 2013, has many HR professionals and employment lawyers waiting with baited breath to see if there is a sharp downfall in claims as a result. The most recent released by the UK Government are pretty inconclusive and the trends have certainly not been established.

But whether or not the payment of a fee helps to direct the minds of claimants whose disputes may be dubious is really a bit of a red herring. The emergence of an application to an employment tribunal is quite often the end result of a long and arduous route whereby somewhere along the line, parties to the dispute have failed to find a solution, or a meeting of minds.

Workplace conflict is extremely costly; in a , it was found that resolving conflict took up, on average, one day per month for each and every worker. If you start doing the math, then you realise that the cost to businesses is pretty huge. But even then, as we all know; disputes at work have a ripple effect. Not only do they take precious time to resolve, they can create an awful atmosphere, absence from work, knotty HR issues while disputes are being solved and simply drag down the business.

Why disputes occur

There are many reasons why disputes occur, but some of the common dynamics present are; roles of victim and victimiser, a sense of unfairness or injustice, a need to be right and the other wrong and sometimes a need to be better than or indignation at being seen as less than.

Some of the causes of disputes arise from:

Rules imposed by one party have been broken by the other, but the other doesn’t agree on the rules in the first place.
There is a disagreement on the facts
One person is being seen as having an unfair advantage over another
A person’s behaviour is, or is seen as, unacceptable
Decisions are made which don’t consider the person or their circumstances
There is a personality clash
Inadequate communication exists.

I’m sure there are many more, but in my experience many disputes are contained within those seven causes.

Because we are all so unique and our perspectives are so very different, conflict resolution management is not really a huge success, as can be seen by the number of disputes which have reached employment tribunal. In fact many companies might argue that the most important HR Expertise is being able to minimise the effects of disputes in the workplace.

A different mind set

There is no magic wand unfortunately. Human behaviour doesn’t transform instantly. A change of mind is needed, and this is not just in the workplace, but at home, in politics, in global leadership. The following mind-set shifts would produce a significant change in unhealthy disputes which simply squash the spirit, waste time and stunt creativity and innovation. Creating dynamics of equal value, a goal of harmonious working (healthy conflict is allowed!), and respect of boundaries and understanding each other.

These can translate into possible actions such as:

Helping people who feel victimised to access their inner strength and honour themselves.
Creating a common purpose and vision when setting rules and boundaries, and when others can’t or don’t meet them, helping them as much as possible to do so.
Allowing people to make an occasional mistake.
Treating everyone with equal value as a person
Involving and honouring everyone when instigating change
Being aware of and acknowledging when decisions are made they may have a negative impact on others and finding ways to help people when that is the case.
Raising awareness of how we operate as human beings, and our impact on others.
Creating congruent communication, where different styles are respected and used.

The funny thing is, when I began to get into my current dispute, a big part of me was saying, just surrender, don’t go down that route, let it go! But my rebel sense of indignation and rightness won over. Well for a short time anyway. I think though, it might just be time to bury the hatchet!

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The Hidden Power For Leadership and Life

By Christina Lattimer • October 24, 2013 - 1:12 pm Leadership Development

Everyone has this power, some of us just don’t realise it.

When I first began leading and managing teams, I would be irritated by negative and “play it safe” people. My desire to get on and create great outcomes meant anyone or anything which appeared to block the team power or create resistance was simply just a nuisance. That was just one of the many immature attitudes I began my leadership career with.

Many years of experience later, I realised my irritation was more to do with the fact I wasn’t actually looking in the mirror at my own resistance and negativity and loss of power. I’ve always seen the world as a giant classroom and what I didn’t learn via Leadership Development, I learned through reflecting on my experiences.

One of the biggest AHA moments in my life and a huge turning point for me was discovering the power of the mind. Quantum science has been showing us for some time that “by the very act of watching, the observer affects the observed reality”. This startling discovery profoundly changes the world that we live in, and I am not sure yet we have fully grasped the concept. Research such as Emoto’s Water Experiment which shows how water structure changed when exposed to different thought patterns is amazing. In essence what these factors meant for me and certainly what I have experienced is this.

What I believed about my team was crucial to their success and secondly
My team always lived up to my expectations.
Quite often I projected the traits I did not like in myself onto my team and instead of dealing with the unwanted trait myself, I blamed others for it.

This is not a flight of fancy. When the penny dropped and I believed my team could be dynamic, enthusiastic and creative, I focused on those aspects and not only did I encourage those behaviours, when I saw contrary behaviours; instead of getting hung up about them, I practically helped my team find solutions and develop ways to get different outcomes.

Instead of projecting negativity on them, I started to project positive and affirming traits. The fact is our minds are creatively powerful. Imagination is the creative force of the universe. Anything which has been created was first envisaged and imagined. When we experience outcomes we don’t want then we have mis-created, because we have focused on what we don’t want instead of what we do; it is as simple as that. Mother Therese fully understood this phenomenon when she said, “I will never attend an anti-war rally; if you have a peace rally, invite me”.

Instead of anti-war; focus on peace. Instead of diversity; focus on inclusion. The unconscious mind doesn’t understand filler words, so if you say: I don’t want to go bankrupt, guess what you have set in motion? If you say, I am becoming successful and my business is abundant, and believe it, then that is what you will set in motion. This simple fact is hard to believe because much of our mindfulness is unconscious and it is our unconscious beliefs and tapes which are often creating our world. Our job is to become aware of our unconscious faulty beliefs and change them with life-affirming and sustaining beliefs.

Every single one of us is creating, we just aren’t aware of it, or we have disconnected from our awareness of it, and so quite often we mis-create. Much of leadership is about facilitating different mind-sets in order to consciously create rather than unconsciously mis-create. The mind is our creative force, and how we use it is extremely important. Most commonly because we don’t realise or understand the creative power of the mind, we are constantly in Groundhog Day. Our script is set, our beliefs are set in stone, our thinking patterns are habitual, we doubt our actions and our days and lives will trundle along.

Many of you will be familiar with the famous quote from Marianne Williamson “Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness that most frightens us” The truth is whenever we are judging or blaming or denying responsibility we are in fact running from the astonishing power of our creative mind.

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The Cornerstone of Authentic Leadership

By Christina Lattimer • October 10, 2013 - 3:29 pm Leadership Development

Authentic Leadership skills include learning from relationships.

Many years ago I worked with a client who was thinking of starting up her own business. She had many talents, and interests with lots to offer. Part of the process of finding out where she wanted to go, why and how she might do it was to explore her current employment which seemed to be causing her much angst, anger and frustration.

One of the biggest “thorns” in her workplace side was her boss. He seemed to evoke many negative emotions. She felt she was really good at what she did, but was often overlooked. She observed that her boss was quite formal and sometimes strained with her in comparison to other people who worked with him. Worse, she recounted a couple of occasions when others had got great work projects and raises, and she wasn’t even considered despite her obvious and impressive skill at what she did.

The relationship between one particular colleague and the boss made her completely see red. Her boss had a particularly great working relationship with the other lady, and even the little things like her boss saying “good morning” with gusto to this lady and sharing a laugh and anecdotes, made my client feel left out, isolated and unappreciated.

When I asked her to tell me what she thought of her boss she happily rattled away about his ability to be divisive, unfair, have favourites, unappreciative, and moody. I then asked her to put herself in her colleague’s shoes and to think about how she might describe him. The light, even at this early stage began to dawn, when she started using words like, friendly, likable, amusing, appreciative, and many more being the opposite of her own view. I then asked her if she had ever considered that her colleague might have a more successful relationship with their boss because she saw him in a more positive light. Setting a task for her to go into work and to simply view her boss through the eyes of her colleague and to see what happened; even I was unprepared for the magical change which she experienced between that coaching session and the next.

At the next session she was simply amazed at the difference she found with him when her attitude towards him changed, even though she didn’t actually say too much to him. She said he started off smiling at her, began stopping by to have a chat now and then, and even took her into his office to tell her what a remarkable job she was doing. The penny had dropped and she learned a valuable life lesson in that our relationships are often formed by our attitudes we hold towards others. Authentic leadership is born of such understanding.

Human relationships are one of the most fertile, challenging and rewarding arenas for growth and development of self-awareness, and they are the best training ground for authentic leadership. Being aware of and actively improving relationships both inside and external to the workplace is the cornerstone of great leadership development,. and authentic leadership. Not only must relationships be evaluated and given attention and effort, they must be appreciated for the learning opportunities which they hold.

The problem is we look at relationships through the wrong lens mostly. We use relationships to gauge our own or others self-worth, or we use them as if there is a hierarchy of good and bad people (I can hear the outcry now), we use them to suffer rather than celebrate. In the workplace, the extent of our discussions about relationships is limited to those about . These simply ignore one of the fundamental musts for authentic leadership, personal relationships, and I don’t mean romantic ones! If only we could just grasp the fact that relationships are learning opportunities which increase the opportunity for authentic leadership, then we would create a much better world and lay the way for much more effective and caring authentic leadership.

For me, some of the authentic leadership lessons, human relationships hold are:

Learning that love comes from within, and is not lost even when another is not around – find the love within despite what is happening outside.
That we hate in others the capacity or capability of that trait in ourselves – Forgive others. and yourself if you manage to see the potential or even the behaviour in you.
People feel what you are thinking about them, even if they aren’t consciously aware and so honesty is vital – Examine your thought behaviours and patterns as if they were transparent.
We often project our own script onto others – True listening and open-mindedness is essential to hearing others and understanding who they are.
Fear makes us want to attack and we fear being attacked – heal the fear and learn to trust one’s own self first.
Everyone is equally as valuable – without exception. Yes some people do bad things and I am not minimising that, and some people do heroically brilliant things. At the heart of who we are we all have some good, some bad and the extent of the love or fear we allow in our lives dictates our behaviour.
Perceptions are not fixed, in any given situation they can change. How we perceive others cannot ever be wholly accurate and therefore not to be trusted as an absolute authority.
Withholding judgment of others doesn’t mean not getting out of harm’s way.
We are interdependent, no “man” is an island
Love is the force which we always uncover if we are open to it.

In the workplace, while relationships may not be so intensely reflected as in the above examples, the principals still hold true. Authentic leadership, can flourish when it is know:

All roles in the workplace are important and everyone is valuable for the part they play. On a human level everyone is equally as valuable.
People of different abilities and skills will come and go in the workplace equal to the growth of the organisation. Appreciating that there should be healthy relationships for past, present and future employees are essential.
The quality of the way teams and individuals view and speak about each other in the workplace needs work and attention. Relationship building should be pivotal in growing and succeeding in the business.
People will live up to the leaders expectations of them. When operating from authentic leadership, the best is expected.
Communication strategies have to be honest, authentic and two way.
People must be encouraged to learn about themselves and others with a view to widening understanding.

Relationships are one of the cornerstones of authentic leadership, badging these as “soft skills” simply isn’t tenable any longer. They are HARD, emotionally charged lessons to learn, but if we have the courage to get into that particular class, and truly learn those skills then the rewards will be huge.

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5 Characteristics of an Open-Minded Leader

By Christina Lattimer • October 3, 2013 - 1:57 pm Leadership Development

An open-minded leader can appear anywhere.

I remember when I was still in my teens listening to a most fascinating work colleague, who professed to understand how hypnotists managed to tap into someone’s subconscious and get it to take control. In the next breath he would describe his insights gained in different cultures which he had acquired in his Navy days. His range of conversation was diverse, lively and knowledgeable. I remember feeling quite boring and uninteresting comparing myself with him, (which was a pre-occupation of mine as a teen). His role wasn’t officially as a leader, but he was well respected and one of those people who you know is influential in the team, he would have certainly qualified as an open-minded leader.

He had that charismatic quality, I always admire, which in those days I called open-mindedness. Open-mindedness for me was cool in those days, and still is. I think the quality of an open-minded leader is an underrated and misunderstood characteristic. What this quality means for me is:

A thirst for learning

Of course there are many types of learning: Taking in information through reading, observing, or my favourite which is experiential learning. I remember reading somewhere that the most honest sentence we can utter is “I don’t know”. I have come to realise that true wisdom stems from exactly that, an open-minded leader has that wisdom. It is when we are at our most convinced that we have something new to learn. Also an open-minded leader understands that the learning journey never stops. All we can be certain of is what we have learned so far. There is a practical aspect to this too. Our minds are a little like our bodies in that what we put in, is what we get out usually. If we sit and watch soaps or low-grade TV for hours on ends, guess what our conversation and focus is about?

Curiosity

Just when did our natural curiosity about the world disappear? My grandson Charlie is just starting to ask “Why?” Like most children he is curious and wants to understand what surrounds him. But for the majority of us, our natural curiosity stops at a certain point. Why is that? Is it because our minds are made up for us by concrete explanations from our parents or teachers? I remember at 16 having some extremely rigid views about our social system. I mentioned my limited views to a friend one day and she explained to me how narrow my thinking was and bluntly showed me the error of my ways. I realised in that moment I had taken on board the thought system of my parents, who had come from a completely different experience and generation from me. How often do we do that? Open-mindedness means that instead of believing everything you are told, you find out yourself. Even when you draw conclusions, you are open to finding out more. Exploring and actively being open and curious is the key here.

An ability to see things easily from different perspectives

In the world of the open-minded leader there is only “what works” and “what doesn’t work”, rather than what is right or wrong. We live in a world of both entrenched and enlightened values at times. Part of being open-minded is being able to see another’s point of view and evaluating not whether it is right or wrong, but whether it works or not. There is also the phenomenon of paradox working here, so being able to realise two opposing truths can be real. Take Orwell’s statement for example. “All animals are equal, but some are more equal than others” This statement can be viewed from a myriad of perspectives which if judgment is suspended can help the reader to see the situation from many different points of view. Political leaders are very good at this!

An acceptance and respect for others beliefs and choices

This can be a tough one. I remember talking to a professional who was coaching a young entrepreneur who wanted to get into the modelling world. An A grade student, with a great start-up business, and supportive parents; a glittering future was about to be thrown away by this young business woman who’s main desire in life was to enter the fickle and superficial world of modelling; or so my friend described. But the truth is we never know what is good for someone else, or what path is right for someone. I married very young and inevitably it ended in divorce. But was it inevitable? When my daughter decided to buy a house at age 19 with her first and only boyfriend, I was aghast. Luckily I was wise enough by then to understand that just because things went wrong for me, didn’t mean it would for her. All I said to her was, “Go and try it, but if it doesn’t work, then you can come home” She never has. We celebrated her wedding at the weekend after 9 years of being together. It is the same in the workplace. An open-minded leader will honour other people and the choices they make.

An awareness that their own and others beliefs and filters can be limiting

Our experience in this world is made up through a filter of our beliefs, ideas, thought patterns and emotions. Part of respecting the perspective of others shows a good understanding of this. There is a further element to this for open-minded people in that they realise; not only does everyone come from a different perspective, but it is likely that any perspective is limited. If you’ve ever had to give up a limited belief, without having another belief in place it can feel quite frightening. To be able to form new beliefs, you have to be able to use your imagination, and sometimes going from a limiting belief to a more expanded belief takes a leap of faith. At work this can be a problem whenever change happens, for example when a business is trying to reinvent or rebrand itself. An open-minded leader will understand that they have to instil that faith in their employees if the changes are going to be timely and effective.

Being an open-minded leader doesn’t mean being indecisive, which can sometimes be assumed when someone is accepting and curious of the world around them. In fact, it generally means an open-minded leader can be more decisive because they understand any decision is simply based on what they know in that moment, and therefore an open-minded leader cannot make a wrong decision. Just one that works, or doesn’t.

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10 Ways to Get Focused When You Simply Have Too Much To Do

By Christina Lattimer • September 19, 2013 - 1:59 pm Miscellaneous

10 Tips on How to get Focused When Multi- tasking

I don’t know about you but I do struggle at times to feel in control when my “to-do-list” is over the page. Unfortunately while mindlessly reacting, I’ve developed an almost comic strip routine, a little like starting a new healthy eating regime, it only lasts a few days and then old habits usually take over. The routine goes like this: I draw up a new to-do-list; I prioritise it, and start working through it. What usually happens is an emergency occurs, or something unexpected becomes the priority of the day, and my carefully planned prioritisation goes out of the window. I spend a day or two trying to get through some bulk volume work, spend unplanned evenings catching up and then the whole cycle starts again.

My 16 year old son has just started into 6^th form, for a lad who simply hates homework, at least 16 hours of it each week is a big stretch; it’s a whole new paradigm shift for him, one which already into the 2^nd week has become a source of stress. Of course he has to build habits which are going to help him to avoid being stressed. As I was giving him some advice about how to focus, I realised it was about time to take my own advice. So here I am writing this blog (on time) because yesterday, I began the process of practicing what I preached. I have heard many times that you learn best what you teach, so I thought in that spirit, I would share my advice with you! If you are ultra-organised and can add to the list, please do share! Any advice will help me I’m sure.

Ten ways to get focused :

1. Turn off the technology

With an array of teenage social media such as Snap chat, Instagram, Face book and IM, my son’s phone pretty much pings constantly. For me, my guilty time waster is to open emails when they ping into my inbox on my desk or laptop. This idea is as old as the first installed workplace computer, we all know we have to do it, but it takes some discipline and determination to ignore our ever increasing online communications.

2. Do one thing at a time

I know, I know it’s not rocket science, but I do flit about from project to project at times. My son started some Psychology homework, got stuck and instead of getting over the “difficult hurdle” he put it down and started something else. Doing one thing at a time means doing it from start to finish, without being distracted with something else. To actually do this takes determination and concentration, but it is well worth it as even difficult tasks get ticked off.

3. Diarise non urgent tasks a month ahead

If you have a million things to do and half of them are routine and definitely not going to be urgent in the next week or so, then diarise them a month in the future. I know it doesn’t get them off your list, but it gets them off your list for now. For me, it is like a breath of fresh air to know I don’t have to give those routine items a priority, and if I do happen to get up to date, I can always reach forward and get those things done and feel even more virtuous!

4. Chunk down daunting tasks

My son had his first 1000 word essay to do; he was daunted to say the least (while I tactfully kept quiet about the 10k and 20k feats which might come if he goes onto higher education). If you are daunted by the size of the task, then chunk it down into manageable tasks. Put each smaller task into a series of priorities and complete each one in order. It is easier to concentrate on a task if you know it’s only going to take an hour or so, than when you know it’s going to take a couple of days.

5. Have a purpose

When I have a mundane, but a priority task to do, I need a good purpose. So for example, when I got my tax return done earlier this month, I had to remind myself that if I got it done, not only would it not be hovering over me, like the ghost of Christmas Past, but I would be able to completely get focused on tasks I really love and enjoy. My son had to remind himself that he wanted to spend some of his weekend playing football and going out with friends, and not have to do homework instead. Having big picture purposes can help too, although tend not to be so effective, as small ones. At the moment, my son has a vision for his future, so he needs to remind himself that by focusing now, it will help him achieve his goals.

6. Don’t do it

Ok, this tip isn’t about focus, but getting rid of unnecessary or habitual tasks helps to get you focused on the important and necessary tasks. If you can’t find a good reason to do it, other than, you always do, or its part of your routine, or you’re scared to let it go, then stop.

7. Be in the right environment

We are lucky because we have a spare bedroom which my son is now using as his study. It means he can shut the door and escape from the hub-bub of the rest of the house. If you are in a busy office and can’t concentrate for interruptions and activity around you, then go somewhere else. I managed a busy office with over 80 employees on site, and as my door was wide open, I had a constant queue of people coming to see me. During one particular crisis we encountered, I was struggling to pull together an urgent report, when one of my dear team members, marched over, popped her head round the door and said, “excuse me, but this is for your own good”, and she shut the door and taped a “Do not disturb” sign on my door. Yes I should have done it myself of course, but being in reactive mode can sometimes be a lifelong habit.

8. Take a break

If you get to a point where you are finding it hard going, take a break. Taking a break does not mean checking your phone or emails, it is about going to get a coffee, getting some fresh air or even practicing a five minute mediation. It is about quieting your mind, not populating it with fresh information

9. Establish a routine.

If you are a morning person then getting through your priority tasks should be done as soon as you get to your desk, or as soon as you can. You know what times of the day you are most productive, don’t waste those times on routine non urgent tasks, reserve them for the things you really need to do to make a difference. Once you’ve established your time zone, then stick to it and make it a habit as prevalent as brushing your teeth.

10. Borrow tips

My tenth tip is borrowed from a great mentor of mine, the eminently successful Peter Thomson, who is the UK’s most prolific Information Product Creator. So sorry, I don’t want to steal Peter’s thunder, so you will have to wait for this one, as I have interviewed Peter for the next issue of our monthly E-Zine “The Extra MILE” where he tells readers all about his work and in amongst his great advice he also shares his brilliantly simple tip to help people get things done, which is brilliantly effective! Do visit our website, and sign up for the E-zine to be sent directly to your inbox so you don’t miss out on Peter’s sage advice.

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3 Reasons Why A Great Engagement Strategy Isn’t Enough

By Christina Lattimer • August 23, 2013 - 10:44 am Leadership and Management

An engagement strategy means the ability to create an environment where employees are engaged and encouraged to bring out their self-motivation are “must have” leadership skills.

I have worked with many leaders who have made great efforts to put in place a culture which gets the best out of people and gets them involved and committed. But sometimes their efforts simply weren’t, frustratingly, enough. Indeed many organisations invest much time and resource into getting it right, but even though they are well-intentioned, sometimes, often, their initiative is simply doomed; if not to fail, then at best, the outcomes simply don’t live up to expectations.In my experience, there were times, even when the company was doing well, a constant thread of discontent existed amongst the team or even across the whole organisation. For a long time I put this down to human nature. There are positive people and negative people and you can’t get it right 100%: right?I even found times when team and organisational results were high, and leaders were celebrating their successes; employee engagement indicators showed there wasn’t a corresponding “high” in the way employees were buying in or not to the success of the business. In one scenario, one organisation won accolades for leadership excellence when the engagement index for staff was actually sweeping the bottom of the industry league tables. Obviously the criteria for leadership excellence were missing some vital ingredients in engaging and enthusing their people.

For me, I have found, there are three common problems which if not tackled and given focus and attention will leave the best intentioned leaders and managers left scratching their heads in their efforts to create a great working environment. At first glance, most leaders and managers would probably deny these problems are alive and well in their workplace, but often denial can stem from the lack of perspective, given their proximity to the problem.

The three problems, I believe if not tackled will sabotage attempts to engage and motivate people are:

Lack of Drive to Excel

This syndrome often occurs when organisations are getting reasonable results. It’s a little like living with an old and trusted cooker. As long as it’s working and cooking tasty meals, then there’s no need to change. Once it’s broken though, then you will start looking around to see what’s out there, and slam, the realisation that your oven was “in the dark ages” compared to the brilliant new technology available and how much time can be saved with technological advances, comes into your awareness.

Many organisations are still “cooking on gas”, in their minds, but they haven’t caught on to the many brilliant possibilities that exist, if they decided to raise their game, and invest in something new. In a nutshell, the organisational culture is resistant to operating outside of the established comfort zone, which would have been forced had results been poor or disappointing. Results which were “good enough” didn’t leverage sufficient motivation to change and achieve even better results.

Believing in Average Ability of their Employees

Some 5 years ago, I applied to win a place in a local Academy for my son. In those days Academies in the UK were few and far between. This particular school was amazing. At that time, results showed it was in the top ten schools in England. The school didn’t have formal feeder schools, so each one of its 190 odd intake of pupils was by application. They were and continue to be 2 – 1 oversubscribed.

In my ignorance, I expected the school to favour “bright” children, given its amazing results. What I found, still makes me wonder. The school intake policy includes an obligation to take in pupils from the whole spectrum of “ability” from children who had “special needs” to those who were nearing genius status. The bulk and the majority of children had to be sourced from average to below average results. It worked out at about 70% of the pupils were average achievers when they arrived at the school.

When the head was asked about how they managed to get such amazing results given the mix of abilities, he told the silent parents that unlike other schools, they truly believed that everyone was capable of excelling and so from that belief they got the best out of the vast majority of their pupils.

What I have seen in many organisations is a similar syndrome to that which most schools suffer, unlike the Academy. The general belief in the average ability of a large percentage of their employees which resulted in a self-fulfilling prophesy, i.e. they produced average results in the main.

Lack of Internal Customer Service

I have seen many organisations have great outcome related external customer service policies, and strategies. They have plans to engage people with the organisational “big picture”, “mission” and they hold focus groups and ask people constantly how they can make things better, but they continue to ignore the internal relationships between peers, teams and departments.

Insufficient attention is paid to internal relationships, contribution ethos, innovation, values and helpfulness within an organisation. This is all about internal customer service. Don’t get me wrong there is nothing wrong with friendly rivalry between teams if their starting line is that they always act “for the greater good of the organisation”. It doesn’t matter how much effort is put into engaging, planning and rewarding people, if the relationships aren’t designed to “serve” each other as internal customers, excellence is never going to be achieved.

Including some well needed perspective to lift your team out of their comfort zone, help foster self-belief in your people and get your internal customer service to work brilliantly must be part of your plan if you want to be brilliantly successful.

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7 Ways to Increase Your Odds of Success

By Christina Lattimer • August 8, 2013 - 11:40 am Miscellaneous

There is no fool-proof way to make sure you reach success in everything you do. If you are a poker player, you will know that no matter how good the cards are; or how well you play them; there is always a chance that you will be “drawing dead”. For those of you who don’t play poker, the term “drawing dead” basically means you are holding a losing hand, but you don’t know it.

Although I’ve reached success on many occasions in my life, I’ve equally often been “drawing dead” on many occasions too. The whole point is that we can intend many outcomes, but more often than not, we simply don’t know how things are going to pan out.

The problem is our conscious minds are, at this stage in our evolution, pretty limited. Scientist Dr Bruce Lipton asserts that and it is this part of the mind which is largely in control. This explains why for example, we might intend to lose those extra pounds or save for that vacation, but no matter what our intention, we carry on with old habits and no change is made.

It can feel pretty scary to think we actually aren’t aware of what controls us. Although if you are prepared to learn and become self-aware it can actually be powerful, because all you have to do in theory is to become aware of those unconscious beliefs and recordings which are driving you and you can make those changes.

Sounds easy? Of course sometimes it is and sometimes it isn’t. What you have to do to tap into the unconscious mind is to ask the right questions and then be prepared to listen for the answer. In the meantime though we have to make decisions, take action and deal with life.

There are always going to be times when the cards don’t fall your way and things don’t happen the way you want them. There are times when the cards are all lined up and you win that particular hand. What I have learned over the years is a number of strategies which help me make the most of the hand I’ve been dealt and then play them in a winning way.

1. Be clear about the outcome you want and go for it

Having clear outcomes helps you feel purposeful and motivated. Outcomes don’t have to be mind-blowing, life-changing or long-term. Outcomes can range from, envisaging a peaceful loving meal with the family, or becoming a millionaire. The scope and timing doesn’t matter, what matters is you programme your mind to work towards something you want.

2. Let go of the outcome

Conversely you then need to let go of the outcome. Desperately wanting something to happen simply creates a negativity which just keeps your desires away from you. Also the reason things don’t work out could be for a number of reasons. For example if the peaceful loving meal erupts into world war three, then you might have to learn acceptance or how to help others navigate their own emotions.

3. Develop strategies and stick to them

If you intend to have a loving peaceful meal with the family, but you know there is a risk that tempers may flare, or somehow conflict might arise, then if you have a strategy to help you deal with that possibility then you will not get exasperated, or frustrated or angry when your desired outcome isn’t being realised. You will find a way to navigate your way through. When I gave up smoking, I developed a strategy to avoid those situations when I knew my craving would be worst. I stuck with the strategy and eventually, I kicked the habit for good. It’s the same with some of your bigger outcomes. Develop strategies designed to achieve your outcome, which will help you deal with disappointment, cover risks and change course when it’s right to do so.

4. Face your worst fears

If you don’t face your worst fears, they will drive you. If you fear you might not achieve your outcome for some reason, then you need to root that fear out and deal with it. If you fear a different outcome, for example your partner might leave you, or you might end up broke, face it. It is only when you repress and stifle fears that your subconscious mind stores them up to trip you up!

5. Have a Plan B

Following on from facing your fears, is to have a “Plan B”. What are you going to do if the worst happens? If you don’t think you are going to be able to bear it, where will you get support? What will you do to get yourself back on track? What happens if your business folds, your job ends, you go broke? How can you put a contingency in place to deal with or help mitigate you realising your worst fears. Once you have done this and feel at peace with your contingency, then forget about it and focus on what you do want!

6. Be your own best friend

We can be our own worst critics. To increase your chances of success, you need to choose to be your own best friend, your own cheerleader and your soft place to fall. Being your best friend doesn’t mean you don’t let others in your life to be there for you, but given you know yourself best, it’s good to know you are on your own side!

7. Celebrate successes

Success comes in many forms and realising your desires is only one way you can feel successful. Some of my most successful outcomes came from adversity. Finding emotional resilience and better ways to deal with life, is actually a great success can often only be achieved through not getting what you want sometimes.

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The 3 Biggest Mistakes Leaders Make Which Diminishes Their Credibility

By Christina Lattimer • August 1, 2013 - 11:25 am Miscellaneous

The 3 Biggest Mistakes Leaders Make Which Diminishes Their Credibility

Inconveniently, I’ve always had a conscience for some reason. This is not a holier than thou admission, it is just telling it how it is. It doesn’t mean I’ve always done the right thing, in fact I could fill this page with actions and reactions I’ve made over the years which make me positively cringe.

What this meant for me for many years, was I would act in a way which logically was right, but I often walked around feeling bad. When I would react in anger or judgement or just downright selfishly, I always had a stab in my abdomen which told me (I thought), how bad I was. Certainly when I was younger I was often angry or judgemental so I felt pretty bad much of the time.

As I grew, I realised that the stab in the abdomen was a warning that I was pretty much going to get myself into trouble, and that I was on the wrong track. It took me years to listen, but when I did, I realised inside me I had a brilliant guidance system which if I listened hard enough would help keep me out of trouble. I think I was lucky though born with a preference for intuition, even though my ego like an unruly rebellious child simply wanted to ignore it much of the time.

What I learned when leading and managing teams was that my intuition was absolutely vital and valuable, when I chose to listen of course.

There are a number of things my intuition told me as I led and managed others. The first one was to act with integrity. I strived to do this; tempted often to be expedient rather than act with integrity I mostly managed it, the gut always flashing that red warning light when I ignored this sound advice.

The second was to value everyone equally, and be scrupulously fair in my dealings with others. This was a challenging call. Like everyone else, it’s easy to lean towards those who are like you and who make your life easier. It’s much more challenging to embrace those who aren’t and who seem to give you endless headaches.

The third I want to highlight is to live a life of contribution. Definitely the most challenging tasks my intuition kept hammering home to me. Although I was always pretty motivated at work (ok, some would say a workaholic), it was only up until a very few years ago I was driven by my own desire to do a good job, my main motivation being to demonstrate to and give my kids a better life. My kids are pretty much grown up now, so once I realised I had kind of achieved that goal, a mini depression set in because I had lost my purpose. And of course, this was just the opportunity my intuition had been waiting for! The only way I was able to regain my sense of purpose was to start down the path of contribution.

There are many lessons my intuition has taught me, and they have all been kindly and affirming. When I have ignored them my intuition just waits silently, not judging, not impatiently, simply waiting for the time when I was ready to listen.

Its vital leaders get in touch with their intuition, because when they do, decision making doesn’t come any easier, but it does have better results. I have found, through both bitter experience and observing others, many ways leaders destroy their credibility and lose the trust of their team. The following are for me the most prevalent.

These mistakes of course, are not limited to leaders and managers; they demonstrate the character of you as a person. So today, ask yourself if you are making these mistakes. If you are don’t worry, we are all do to an extent. But with awareness comes change.

Don’t act with integrity

There are many versions of integrity, and sometimes the components of integrity are difficult to articulate. But for me acting with integrity describes a number of forces at play. Some of them include acting in accordance with the values you lay claim to. Understanding what others value and respecting them even if you don’t agree with them. Accepting others, being non-judgemental, discerning and being true to oneself. Being open to being wrong is always a key component of integrity! To act in true integrity can infer a heightened consciousness, or self-awareness. When leaders don’t act with integrity, then team members don’t feel safe.

Don’t value others equally

This is a hard one, because when someone is making life difficult it is hard to value them as much as someone who isn’t. We all make judgements even superficially. Our unconscious biases are always in play. The differences for leaders who consciously value others equally are the fact they are always questioning their decisions.

One of the biggest problems I find with clients is in their desire to get rid of a difficult person they form an attitude about them as a person. This just gets in the way. The best way to deal with difficult people is to maintain respect for them as people, but deal with their behaviour. Just because you value people equally, doesn’t mean you don’t deal decisively with unwanted behaviour. You are just kind when you do. When leaders don’t value others equally for being human, then even the most favoured employee will observe and note the unfairness, even if they aren’t at the receiving end of it.

Lack a contribution mind-set

There is nothing wrong with a leader who is competitive, results orientated, commercially driven, or profits orientated. But if their drive isn’t coupled with a genuine desire to make a meaningful difference; to help others; to contribute to the community, or to honour others, then no matter how successful, their credibility as a leader will be diminished, even if only a little. Like it or not, our nature is to contribute. If a leader doesn’t embrace that drive within us, then the team whether they are consciously aware of it or not, will hold back with their loyalty and commitment.

So there are my 3 top ways that leaders and managers compromise the trust and credibility with their team. What would you add?

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7 Common Qualities of Inspirational People, Leaders Should Know

By Christina Lattimer • March 7, 2013 - 9:26 pm Miscellaneous

Leaders can learn from inspirational people

I’d read about Philippe Petit some years ago, and while being amazed at his death defying tightrope walk between the Twin Towers of the World Trade Centre in New York City, I was either was too young, too busy, in the wrong country or too focussed on other things to truly absorb his story. That changed last weekend when I happened upon an old documentary in which Philippe was recounting his experience on that day, 7^thAugust 1974, and the events leading up to it.

I realise as I write this, I am almost 40 years behind, but I also know there is a right time for everything, and I needed this story now, because it clicked into place a piece of jigsaw I was toying with, but not quite knowing where it fit.

I have always admired people who have made a significant impact, and have been inspirational people. People who particularly inspire me are Martin Luther King, Jr., Mahatma Ghandi, Viktor Frankl, Sir Winston Churchill, Carl Jung, Abraham Lincoln , and latterly Nelson Mandela, Oprah Winfrey, and Steve Jobs, to name but a few. I am now adding Philippe Petit to my list.

These inspirational people on my list are famous for very different achievements. Some didn’t particularly set out to be “world” leaders in their field. But to me and many others of course, they are leaders, because by virtue of their achievements they have led a way, which has helped many people, and so been inspirational. Their stories and work have certainly changed my world.

Simon Sinek in his brilliant book “Start with Why” concludes the reason some inspirational people and their dreams (like Jobs and King for example) are globally successful is that they act from the inside out, they don’t sell their products, they sell their beliefs. It is these beliefs that other people relate to which harnesses their commitment, support, and buy in.

I was blown away when I heard Simon speaking about this phenomenon, because I know it to be true, certainly about me. I finally realised the reason I was so enamoured by these inspirational people was my interpretation of their beliefs and qualities embodied my own beliefs and value systems which I aspire to.

When I examined my own list of inspirational people, I discovered several qualities they displayed which I aspire to, and therefore inspire me.

They owned a deeply held vision
Inner and self- directed, they listened to their intuition and the world around them became secondary if it didn’t accord with their inner guidance.
What they did/shared benefitted the greater good, even if they didn’t realise it at the time.
They were committed and dedicated; in fact most, if not all, view their achievements as their life’s purpose.
They weren’t deterred by popular opinion,
They acted fearlessly, even if inside they felt fearful

And finally, what Philippe Petit made me see so clearly:

7. They are aspirational, they dare to attempt “the impossible,” feats and successes which any rationale mind may have said weren’t possible.

Inspirational people lead others by letting them see that their hopes, dreams, aspirations, and values are not only desirable, but are possible, by demonstrating they can be done. Once you have seen impossible being achieved, then the world has changed.

So how can this help our everyday leaders, who aren’t out to change the world, but who grapple with the day to day reality of where they are right now?

I asked this question of a very dear mentor of mine. “How can I lead in my small way, when all my inspiration comes from people who have changed the world, it seems overwhelming?” What he said to me can also be true for leaders in every field. He said, “Don’t concentrate on the world; apply your beliefs, principles and values to your world and the rest will take care of itself.” Although I agreed I still felt apprehensive. That was until I witnessed Philippe’s mad impossible mission and suddenly the impossible was possible, and the final piece of the jigsaw slotted into place.

You don’t have to walk a tightrope across tall buildings or ravines to inspire your employees and customers; all you need is a clear vision, faith, commitment and courage. Together with the knowledge you are making a real difference for the greater good. For me this is the real formula for success.

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The Followers’ Guide to: What your Leader wants

By Christina Lattimer • June 15, 2012 - 8:45 am Employee Development

Do Followers know what their leaders want?

Today, a search on showed 98,516 results for “leadership”. A further search for “followship” came back with a mere 39 results. I searched again for “team player” and received over , although “team player” wasn’t quite what I was looking for. I know sometimes part of great leadership is setting out what you expect and need from your followers, and “followship” is a little used word, but the yawning gap between the results surprised even me.

You may be a leader or a follower or both. As a leader do you ever think we are disproportionately focused on your behaviours, skills and values? As a follower, do you ever think about what your leader might require from you? As a leader, do you take time out to articulate what you need from your followers? And I’m not talking about job specification or role here.

I guess some leaders would say they need different things from the people who work for them and industry differences would drive some of the skills, characteristics and behaviours of followers. When you consider different dynamics across millions of organisations, it’s a sure bet if people decided to write about followship with any enthusiasm, you would end up with considerably more books than those written on leadership.

As a leader I am sure you will either consciously or unconsciously know what you require of your followers, over and above their job role. But do you articulate those wants, or do you get frustrated because your followers don’t actually follow very well? If you are a follower, do you know what your leader expects of you, and if not would you like to know?

As a leader and manager, and a follower, and subsequently a coach for leaders and managers, I have over the years, experienced and listened to many views and opinions from leaders about their teams and what does and doesn’t work. As a follower, I have consciously tried to support my leader and have sometimes found continuous support challenging.

As a starter for 10, I’ve brought together the main points gathered over the years and the following describes what I believe leaders commonly want from their followers.

As a follower involved in my leadership I need you to:

Take responsibility for yourself
Get the big picture and understand exactly what we are trying to do together
Have an affinity with and believe in what we are trying to achieve
Give a positive account of the organisation and concentrate on what is good about it
At times when it is crucial for the business, go the extra mile
Care about others on your team
Commit to resolving differences in an adult and win/win way
When you’re not able to fulfil your contract for any period of time for family or medical reasons, you commit to doing your best to get back to work as soon as you can because you know how crucial you are to the excellence of the business.
Commit to getting the work done, on time and to the best of your ability
Give me the benefit of the doubt
Trust me to take the best decision I can with the information I have, even if you don’t like it.
Understand we have a mutual contract and I will respect your rights, and you respect mine.
Forgive me for my mistakes, we all make them
If you aren’t happy come and tell me about it constructively, trust me to listen and do something about it
If you can’t commit to any of the above, consider how you are contributing to the success of the organisation, and if you can’t or won’t commit then consider if you are in the wrong job.
If you are in the wrong job, then do your best you can while trying to find the right job.

Do you think it’s reasonable for a leader to expect certain behaviours and attitudes from their followers? Do you think employers have a right to state so explicitly what they want and need from their staff?

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