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Positive & Productive - News about our NEW beta programme!
BREAKING NEWS!
We're delighted to announce our new Positive & Productive online programme - due to commence January 2021!
This programme will bring you all the aspects and content from our existing popular training workshops, including:
- Time Management & Work-Life Balance
- Managing Stress & Building Personal Resilience
- Building Confidence
The programme will consist of a combination of:
- Short recorded webinars
- Workbooks and training resources for each session
- Live, online Q&A's on a variety of subjects
- An online community to share ideas, progress and support
Check out our course leaflet for more information:
SCHOOLS
BUSINESS & ORGANISATIONS
We're bringing this at a special discounted price of £49 per person, so grab your place whilst they're still available.
We are able to offer significant discounts for group bookings - get in touch for a no-obligation quote!
If you'd like to find out more via a no-obligation chat, you can contact us on 07714 855757 or email [email protected]
To make a booking, complete our booking form HERE
Want to Avoid Catastrophe? Mind Your Language!
Want to Avoid Catastrophe? Mind Your Language!
By Karen Amos
Well, 2020 truly is the gift that keeps on giving! Have you ever wondered though, how some people seem to sail through things easier than others? The reason isn’t usually due to their circumstances, but all about mindset – that is to say, the way they think about or perceive things.
The great thing about our mindset is that we can change it and by doing so, we can change our perception and in turn our experience in life.
Just a quick cautionary note here. Some people are experiencing truly catastrophic events right now; they are suffering the loss of loved ones and failure of businesses they have invested their life savings in. This article isn’t about negating these events – we need to be allowed to freely express our emotions at this time – but rather that our day-to-day language needs to be proportionate and also ‘helpful’ to us.
Mind your language...
The language we habitually use can significantly impact our mindset – negatively or positively. This has never been so crucial as at a time like the one we’re living through. There’s a phrase to describe this as coined by Albert Ellis – ‘AWFULIZING’ – where we perceive or describe a situation as being much worse than it actually is. ¹ I had such an experience in a recent coaching session with a client.
Like many people, my client is working under huge pressure due to the covid situation. They are supporting a team who are dealing with negative changes on a daily, if not hourly basis. What jumped out at me was the language she and the team were using. ‘I had a meltdown,’ and ‘It’s a nightmare,’ were just a couple of examples.
Let’s just examine this for a moment. ‘Meltdown’. ‘Nightmare’. Really? When we started to unpick this, it was obvious that such extreme language was actually adding to the stress and anxiety experienced by both the person saying the words and those hearing it.
Other commonly used catastrophic expressions include:
- I’m overwhelmed…
- It was devastating…
- The situation is terrifying…
- I’m exhausted…
Quite simply, our words generate an emotional response, so catastrophic language leads to heightened arousal levels whereas more ‘neutral’ or ‘positive’ language has the opposite effect.
So what to do?
If you find yourself or others around you using awfulizing, catastrophic, or just plain exaggerated language, there are some useful coaching questions that can help:
- Is this really a ‘disaster’ [insert chosen catastrophic phrase as desired!]?
- Is there a more accurate way to describe this?
- What’s really going on here?
- What’s the evidence telling me?
- What did I actually see, hear, experience?
- Are there any positives here? (There are usually some things that we can take from a situation, however awful – e.g. that you were really challenged, but managed to contain the situation.)
Recognise and Replace...
Using the ‘recognise and replace’ process to build new, more helpful habits and language is an easy and effective way to reduce your stress. You ‘recognise’ that you (or others) have used overly catastrophic or dramatic language, then ‘replace’ this with something more representative of what’s really happened. By doing so, you increase personal resilience and empowerment and decrease stress levels – both for yourself and others.
An example might be:
“This situation is a complete nightmare!”
Becomes…
“Things are really challenging us from lots of angles at the moment. Our resources are stretched and we need to make some tough decisions.”
The latter example leaves people feeling more in control and empowered within their situation. Try it!
- https://en.wikipedia.org/wiki/Rational_emotive_behavior_therapy
If you'd like support for you or your team to reduce stress and build resilience and effectiveness at work, get in touch for an informal, no-obligation chat.
We offer one-to-one and team coaching and in-house training programmes.
Call us on 07714 855757, or email [email protected]. Or visit our NEW training pages HERE
Karen Amos is an executive coach and founder of BrightBird Coaching & Training. She supports under-pressure business owners and managers to get the best out of themselves and their teams. She brings a practical, down-to-earth approach to improving working lives through better leadership, communication and working relationships.
Want to achieve more? Start at the end…
Want to achieve more? Start at the end...
By Karen Amos
September. Putting aside the nagging feeling I’ve blinked and missed the last 6 months, I’m starting September with a new energy. There’s something about this time of year that smells of new starts and exciting possibilities, no doubt from early conditioning of starting back at school for a new term, with new shoes and fresh unwritten exercise books...
Whatever the reason, it’s a great time of year to utilise all that new-found motivation. The problem is, it’s so easy to lose it again amongst all the ‘chores’ that need doing – both at work and personally. I found myself in such a place this week, feeling overwhelmed with the amount of tasks, appointments and activities in front of me. The issue with overwhelm is that it can stop you in your tracks, or at best leave you highly ineffectual, casting around aimlessly, or immobilised by indecision.
Building Better Habits...
Then I remembered good old Stephen Covey – You know, the ‘7 Habits’ guy! As a coach, one of my favourite habits is ‘Begin with the End in Mind’. The premise is that we first need to create a mental blueprint of what we want to achieve before we physically take action. ¹
Coaching follows the same principle. If you don’t know your destination, how will you know the right actions to take? This is why so many people are unproductive in their work, as they focus on tasks and activity, rather than outcomes. That’s the reason John Whitmore started the coaching GROW Model with ‘G’ for ‘Goal’. We need to first work out where we want to go, then work out how we’re going to do it.²
Start Your Day As You Mean To Go On...
One great habit to get into, is to spend the first 10-15 minutes of your day, planning. That means planning out your day, and also how this fits to your week and the medium to longer term. It’s easy to say you can’t afford the time, but I’d argue that you can't afford not to.
To start the day with no clear plan, means you’re trusting to luck that you’re working on the right things, with no clear measure of whether you’ve been successful or not. You'll inevitably end up bowing to external pressures and losing track. Essentially, you need to train yourself to consistently think strategically about all aspects of your work and business. Strategy shouldn't be something we visit now and again when we've time - it should be the road map with live and work by.
Here are some helpful coaching questions to get you started:
- What do I actually need to achieve here?
- What’s my outcome for today?
- How will I know when I have achieved this?
- Is this the most important thing I should be working on?
- What’s a reasonable timescale to achieve this?
- Who can help me with this?
- What other resources will I need?
- What are my first steps?
So remember, if you really want to make an impact – begin at the end!
- Covey S.R., (2020). The 7 Habits of Highly Effective People – Powerful Lessons in Personal Change. Simon & Schuster. UK
- Whitmore, J,.(2007). Coaching For Performance - GROWing People, Performance & Purpose. 3rd Edition. Nicholas Brealey. London.
If you'd like to create more space and focus in your working life, book in for a FREE Discovery Coaching session. Click HERE to find out more.
For an informal, no-obligation chat about how we can help you, call us on 07714 855757, or email [email protected]. Or visit our NEW training pages HERE
Karen Amos is an executive coach and founder of BrightBird Coaching & Training. She supports under-pressure business owners and managers to get the best out of themselves and their teams. She brings a practical, down-to-earth approach to improving working lives through better leadership, communication and working relationships.
Bringing your team back into the fold? Try Huddling!
Bringing your team back into the fold? Try Huddling!
By Karen Amos
Through all the uncertainty, there’s a prevailing need to get teams back on track. Whether your teams are working remotely, back in-house or a mixture of the two – no matter, you will need to take considered action to address the current and future challenges. Teams rarely perform well by default.
I’ve written extensively about the benefits of Team Coaching as a powerful, effective tool to address team issues and performance. (Check out my blog Team Coaching - What is it and how can it help?) Whilst this can bring excellent organisational outcomes, it works best over a course of several weeks/months to bring long-lasting change and progress.
So what about Huddles?
Huddles (similar to Scrums in Agile working) are very short, frequent team meetings. The purpose and format can be as flexible as you need it to be, which makes it a perfect tool to bring together geographically dispersed, or new/re-forming teams.
In a previous management role, I was responsible for a diverse and predominantly part-time workforce. The consequence was that some people had no idea what was going on in the organisation on a day-to-day basis, how other projects were progressing and what the implications were on their own work. We set up daily, very time-limited huddles to update everyone, with the intention that people would attend on their working days. It was paperwork-light and people/solution-focused.
Here's our quick guide to Huddling…
What’s the purpose?
'Whatever you need', is the short answer. The general purpose is to have a relatively structured check-in/update for the team on a regular basis. These shouldn’t be confused with team meetings. It’s important to have a clear purpose for your Huddle, or it will just become a ‘talking shop’ or ‘moan-fest’.
Examples could be to:
- Have a regular general progress update
- Share successes
- Identify bumps in the road and seek solutions
- Share project critical updates
What are the benefits of Huddling?
Many managers are reporting that they are struggling to find the right amount of contact with their teams. During lockdown, they had contact several times a week with their staff, checking on wellbeing as much as workload and progress. Over time however, many staff are saying they’re fine and don’t need so much contact. This runs the risk of some members becoming isolated.
Here are a few ways Huddles can help:
- Help part-timers and staff working from home to be updated and included in what’s going on
- Replace the impromptu 'watercooler' conversations that are missing with homeworking
- Allow sharing of more subjective information and updates within the team that may not normally be included in more formal communications
- Generate team support and understanding – it’s easier to be understanding if you’re dealing with people face-to-face on a regular basis, even if that’s on video calls
- Up to date progress reports help shape more responsive actions and build motivation and accountability
- Opportunity to share wins as well as challenges
Are there any pitfalls and challenges to Huddles?
Absolutely! As mentioned above, Huddles should not turn into just another talking shop or protracted team meeting. Good facilitation and commitment is needed to ensure consistent attendance, time management and that everyone sticks to the agreed purposes.
In the case of large teams, you may choose to split these to keep the Huddles short. The split could be per project, working days, or just with a diverse mix of staff. Whatever works for you.
We all know that person who hogs the limelight right? If you have someone who regularly takes over, I’d suggest this is objective evidence for a manager to give some constructive feedback in their next one-to-one. This allows opportunity for some coaching on improving communication skills and relationships with the wider team.
There’s also a need for continued commitment from all team members. There are likely to be some people who claim they don’t see the point, but again, this is an opportunity to build a more inclusive and supportive organisational culture. I’d suggest a coaching conversation about what they do need, but also how they can support other people in their team.
Hopefully this has given you a positive tool to bring your staff teams back into the fold. Click HERE if you’d like to find out more about Huddles and some practical ways to implement them.
For an informal, no-obligation chat about how we can help you, call us on 07714 855757, or email [email protected].
Karen Amos is an executive coach and founder of BrightBird Coaching & Training. She supports business owners and managers who are feeling the pressure, to get the best out of themselves and their teams. She brings a practical, down-to-earth approach to improving working lives through better leadership, communication and working relationships.
Don't be an ostrich - Dare to ask!
Don't be an ostrich - Dare to ask!
By Karen Amos
The change continues inexorably onwards, although thankfully not always at this pace. It’s clear however, that the current challenges and uncertainties are going to be with us for a significant time to come.
There are an overwhelming amount of challenges facing managers and business owners as we leave lockdown, whether that's in business, schools, or organisations, including:
- Bringing staff back into the workplace from home working or furlough
- Managing geographically dispersed teams
- Managing redundancy and re-structures
- Managing the health and safety needs of staff and the public
Whilst home-working has introduced increased effectiveness in many areas, there are difficulties too. If you’re used to asking a question from the person sat at the next desk for example, there’s an inevitable time lag if you’re homeworking.
Additionally, whilst there was a huge novelty factor for many at the start of homeworking, there’s now a marked division in those who want to remain working from home and those who are desperate to return to the workplace. Failure to address this will cost many businesses enormously.
Socially distanced working and constant change also means managers have to work extra hard at employee engagement, particularly when there are tough business and strategic decisions that need to be taken.
Of course, with challenges also come opportunities.
- For managers and business owners to review their role and what this means in relation to the team and productivity
- To forge a new, stronger relationship with the team
- To re-generate a more positive culture
- To harness new ideas and ways of working to strengthen the organisation for the future
The challenge of course, is how to maximise those opportunities in the face of what are complex business and organisational landscapes. How do you balance the need for honesty, whilst giving your teams the support they need?
The answer lies in questions. This will be no surprise to many of you that by this, I mean taking a coaching approach.
I know from personal experience that this can be scary. After all, we may not get the answer we would like! I’ve certainly worked with some people in my remote past whom I would have quailed to ask for fear of opening the inevitable humongous can of worms that would follow. With that comes the ostrich approach to management. You know the one – asking the cheery, ‘How is everyone today? All well? Oh, good!’, whilst departing the room at a rate of knots. But at least you asked didn’t you?
Nowadays thankfully, I know better. Asking meaningful questions doesn't mean throwing yourself to the lions, then being left in a position where you can’t possibly deliver on the answer. Instead this involves employee engagement in its truest sense, where everyone is supported to take appropriate responsibility for seeking solutions.
Often our first response is to jump in and ‘do the right thing’ like some managerial Tigger, who is inevitably left wondering, ‘What happened there?’ Instead, we’re talking about a more consultative approach. Coaching isn’t about giving everyone what they ask for – the needs of the business must come first, after all, that’s why you’re all there.
Ask yourself and your team the following coaching questions to help understand what’s really needed:
- What is and isn’t working for you right now?
- How would you prefer things to be in an ideal world?
- What do you need to be productive and well at work?
- What are your main challenges right now?
- What do you foresee your challenges to be in the short/medium and long term?
Then follow up with:
- What would help right now?
- What can you change in your practice or way you’re approaching things that would help?
- What practical measures can you, the team, or the organisation put in place?
- What support do you need, from whom and how often?
- How can you provide support to others?
- How will you recognise that things are not working in future?
The obvious approach is for managers to schedule dedicated one-to-one time with employees on a regular basis. The solution for one employee, may not be right for another, but again this is something you can agree on individually.
Another way to embed a solution-focused attitude within the team is through implementing Team Coaching. This is an extremely effective tool in times of change and uncertainty. The team can work out the above issues, supporting each other and taking responsibility for finding and implementing the solutions. It’s also a powerful way to build accountability.
Either way, taking a coaching approach does involve an amount of courage for any business owner or manager, but the positive benefits for the team and business or organisation will be considerable and will far outweigh the costs and anxiety of being an ostrich.
If you'd like to find out more about Team Coaching, get in touch.
For an informal, no-obligation chat about how we can help you, call us on 07714 855757, or email [email protected].
Karen Amos is an executive coach and founder of BrightBird Coaching & Training. She supports business owners and managers who are feeling the pressure, to get the best out of themselves and their teams. She brings a practical, down-to-earth approach to improving working lives through better leadership, communication and working relationships.
Professional Fatigue – what to do when you can’t even reach your bootstraps…
Professional Fatigue – what to do when you can’t even reach your bootstraps…
By Karen Amos
‘Fatigue’ seems to be the word of the moment. I’m hearing it everywhere. From managers, business owners, workers, head teachers and parents. I usually come into the bracket of positive, or at least pragmatic in the face of challenge (to the consternation of the nay-sayers!), but even I’ve succumbed to bouts of negativity and fatigue in the last week or so.
Some of the most positive, chilled out people I know have told me they don’t recognise or even like the person they are at the moment – they’re fractious, complaining, negative, angry… The fact is people are exhausted – mentally and emotionally drained.
So what’s happened to cause this? It’s not that long ago that everyone was lauding the positive ‘New Normal’, of a slower, kinder pace of life and this is what they were going to take forward from now on.
There’s probably no single reason for these feelings, but here are a few possible causes. Of course, being a coach, this isn't just a moan-fest, so I've also included some first steps and coaching questions to lift us out of this situation.
Change:
Change is mentally and emotionally challenging at any time, but we’ve had relentless change for over three months and there’s no sign of this letting up – which brings…
Uncertainty:
We have no idea what’s coming next. Is it right to be optimistic? What if we are and our hopes are dashed? How long will this situation go on for? The questions are endless and often unanswerable.
Responsibility:
Responsibility can be both personal and collective. People working in positions of responsibility know the day to day challenges they face around the wellbeing of their staff and stakeholders, but now the potentially catastrophic effect of their decisions, both physically and financially, is front and centre.
Constant giving of support can leave personal reserves depleted, particularly when there are difficult decisions to be made around working conditions and employment.
Environment:
Most people now have a clear idea on where they sit on the ‘homeworking/office working’ spectrum. Many have recognised their needs aren’t been met when solely working from home, particularly if they’re child-wrangling/home-educating at the same time. Virtual office ‘quiz nights’, simply can’t replace the required level of social interactions for those who need this.
Lack of control:
This has rightly been explored in detail throughout the pandemic. The issue is that the lack of control continues, not just at a government level, but also societally. We’re given rules to follow, but other people aren’t necessarily conforming and we have no control or even influence over their behaviour. This in turn introduces the issue of…
Personal Values:
This is our inner voice – the one that gives us direction in our lives and governs our decisions and behaviour. When other people behave in ways we don’t morally agree with, our emotional response can be extreme. This can quickly lead to feelings of anger, overwhelm, hopelessness and inevitably, exhaustion if we can’t reconcile these.
So, what to do?
Be Mindful:
This is often a necessary first step in self-care.
This isn’t about gaining some kind of Nirvana-like state, but merely acknowledging and being aware of how you’re feeling. It’s not always easy to admit, even to yourself, that you’re behaving or thinking in a way you don’t like, that may not fit with your values.
Hit the pause button and take a few minutes out, however briefly, to think about what's going on for you right now. Accept that it’s natural and normal in the current circumstances and that it won’t be permanent.
Reflect:
On what’s causing your fatigue?
Try this coaching question:
Identify what the underlying reasons are. There will likely be at least a couple. Finding and isolating the cause will help put a brake on your internal mental hamster-wheel, bringing some rational thinking into the equation. You then have a starting point to begin taking practical steps to resolve some of these.
We’ll look at more tips and coaching questions to improve your wellbeing and productivity in our next blog.
If you would like to find out more about how you and your teams can improve their time management and productivity, whilst minimising stress and overwhelm, check out our new Positive and Productive online programme.
For schools
For Business and VCSE organisations
For an informal, no-obligation chat about how we can help you, call us on 07714 855757, or email [email protected].
Karen Amos is an executive coach and founder of BrightBird Coaching & Training. She supports business owners and managers who are feeling the pressure, to get the best out of themselves and their teams. She brings a practical, down-to-earth approach to improving working lives through better leadership, communication and working relationships.
The End of the Honeymoon Period... Now What...?
The End of the Honeymoon Period... Now What...?
By Karen Amos
A few weeks ago I wrote a post describing workplaces as being in the ‘honeymoon period’ of dealing with the pandemic. Whilst this seemed incongruous in terms of the crisis that was occuring, there was by and large, a strong sense of the Blitz spirit of ‘we’re all in this together’.
I’d suggest we’re now well and truly out of that honeymoon period. Thinking and behaviour is becoming fractured and in many cases, fractious.
In the workplace, tensions are rising. Obviously so in places like schools, who are pulled in many directions, both practically and ethically, but also elsewhere. Some people are returning to work, whilst others remain on furlough. Pressure heaps upon managers and business owners to justify their decisions and reconcile these with staff teams. Performance and behaviour management issues are back on the table.
On top of this, many of us are experiencing an unwelcome return to a more frenetic pace of life and trying to work out how to resist being dragged back into old, unproductive ways of working.
It sounds messy and in many cases it is. So, what to do?
I believe this is the kind of situation where coaching as an approach comes into its own. Leading teams is challenging at the best of times, but increasingly so when tensions run high and staff are spread over numerous locations.
Individual coaching has obvious benefits – helping the person to address the particular difficulties they are facing.
Team coaching however, is a perfect answer to many of the issues businesses and organisations face right now. Teams need to build a new identity, find ways to solve emerging issues and build accountability, responsibility and equity when the ‘workplace’ can mean many things.
Team Coaching brings an opportunity for teams to challenge themselves and own the situation they find themselves in – whether management, project, function or operational teams. It also acts as a development tool to enable team members to take responsibility for problem-solving within the workplace. This takes away the excuses and expectations that it’s the manager’s responsibility to provide all the answers.
So, whilst it’s no magic wand, Team Coaching really can provide the road map for businesses and organisations to negotiate their way out of this unchartered territory we find ourselves in – moving out of the honeymoon period to longer-term, more harmonious working relationships.
If you would like to book team coaching for your business, organisation or school, or would like an informal, no-obligation chat about how this can work for you, call us on 07714 855757, or email [email protected].
You can find out more at https://brightbird.wordifysites.com/services/training-courses/
Karen Amos is an executive coach and founder of BrightBird Coaching & Training. She supports business owners and managers to get the best out of themselves and their teams. She brings a practical, down-to-earth approach to improving working lives through better leadership, communication and working relationships.
Let's be honest about it... Do you have the courage to say you don't know?
Let's be honest about it... Do you have the courage to say you don't know?
by Karen Amos
There has, rightly I'd say, been criticism of the government and the like, regarding a lack of information. This leads to statements like, 'treating us like children' and people translating the law according to their own preferences.
The problem is, there's probably a lack of credible information to give right now, be this be at a government level, or within a school or businesses. We're living in a high state of uncertainty, which brings anxiety. This naturally leads people to think there's something negative or sinister going on and off we all go...
Nature abhors a vacuum and in my experience, this applies to information too. Create a space and someone will fill it. It doesn't matter if what's filling the space is true, credible, or even helpful - it will get filled. Just check out the tabloids if you've any doubt!
This is an area where Authentic Leadership provides the way forward. Behaviours of Authentic Leaders include honesty and openness. What Bill George calls Relational Transparency – Sharing of thoughts and beliefs with honesty and genuineness – no games or hidden agendas.
This means if you don't know the answer to something, you say so.
Another of the behaviours is the ability to solicit or consider other viewpoints - enlisting the help and resources of those around you to help you find the right path or solution. It's hard to admit we don't know, particularly when we're working in a position of authority, but done well, this will build trust and strengthen teams, not take it away.
If you would like to find out how BrightBird can help you build leadership performance and support your teams to remain positive and productive, get in touch for a no-obligation chat. We offer online 1-to-1 coaching support from senior leadership to front-line staff, group and peer coaching and training/webinars.
Tel: 07714 855757 or email: [email protected]
Check out our latest training offers at: https://brightbird.wordifysites.com/services/training-courses/
Karen Amos is an executive coach and founder of BrightBird Coaching & Training. She supports business owners and managers to get the best out of themselves and their teams. She brings a practical, down-to-earth approach to improving working lives through better leadership, communication and working relationships.
Do you trust your team...? If not, why not?
Do you trust your team...? If not, why not?
By Karen Amos
I reflected in a previous post how the current Covid-19 situation seems to have brought out the best and worst in people and never more so than in the behaviour of leaders, managers and businesses/organisations. We’ve had the whole spectrum, from unkind, exploitative and selfish behaviour at one extreme, to altruistic, brave and compassionate behaviour at the other.
In the last few weeks, I’ve seen plenty of examples of both, often in the same sectors. For example, schools who send tons of homework out, expecting staff to provide evidence of planning and marking and sending ‘strongly worded’ communications to staff, parents and pupils alike when deadlines aren’t met. On the other hand, there are the school leaders who have prioritised the welfare of the children and their families over ‘outputs’, leading from the front and doing whatever it takes to ensure people in their communities are OK during this time.
There are also the organisations and businesses who insist on checking up on their staff, expecting detailed daily and weekly reporting, just because people are working from home. Those who expect detailed timesheets to account for people’s working time. Alternatively, there are the leaders who have the conversation with their teams that say, ‘How are things for you right now? What do you need from us to make this work for you?’ – and actually listen to and act on the answers.
In essence, this comes down to a matter of trust. I often ask a question of business owners and managers – ‘Why do you continue to employ someone that you don’t trust to do a good job?’ My view is that we should do one of two things:
1. Create the environment your employees need to thrive and do what they do well.
2. Or if there’s a performance/attitude issue, get some advice and go down the capability/disciplinary route – and/or seriously think about evaluating how robust your recruitment systems are.
If you feel you can't trust your teams, then it's time for you as a leader to take action. Ask yourself, 'What's going on here?', 'What's the root cause of this problem?' and be prepared to take action - remembering that you may actually be the problem. Time to work out how you can be the boss you'd like to have.
If you would like to find out how BrightBird can help you build leadership performance and support your teams to remain positive and productive, get in touch for a no-obligation chat. We offer online 1-to-1 coaching support from senior leadership to front-line staff, group and peer coaching and training/webinars.
Tel: 07714 855757 or email: [email protected]
Karen Amos is an executive coach and founder of BrightBird Coaching & Training. She supports business owners and managers to get the best out of themselves and their teams. She brings a down-to-earth approach to improving working lives through better leadership, communication and working relationships.
Herding Cats – Or the Art of Building Responsibility and Accountability
Herding Cats – Or the Art of Building Responsibility and Accountability
By Karen Amos
There’s been a theme for many of my clients recently – that of how to build effective responsibility and accountability in their teams and organisations.
It’s easy to point the finger of blame when things go wrong, but we need to be clear on our own levels of responsibility and accountability before we expect others to do the same. It’s interesting how many managers complain about feckless or inconsiderate behaviour within teams, yet have never clearly defined their own, or their team’s expectations regarding the alternative. Or often, and possibly worse, have subconsciously imposed different standards of behaviour for themselves versus that of others. Quick check: If you find yourself saying, ‘Yes, but….’ when questioned about this, you can be sure you’re part of the problem!
Building a coaching culture within organisations is a highly effective way to increase personal and collective responsibility and increase ownership and clarity around accountability. It’s often (incorrectly) seen as a ‘soft’ approach to leadership and management, to be side-lined if performance management or the ‘hard word’ is needed.
I believe this completely misses the point of what coaching is.
A coaching approach, used properly, will be the most challenging, yet effective solution to team performance for managers and staff alike. It works equally well through both informal and formal management interventions – indeed it should run through all your communications with people like the proverbial stick of rock.
The reason for this effectiveness is the emphasis on doing ‘with’ not ‘to’ your staff. Whilst it’s easy to lecture and give the ‘hard word’, this all too frequently leads to the other person feeling victimised and powerless, which quickly leads to teams taking no responsibility for solving the issue. Let's face it, it's much easier to say your boss is a right so-and-so, rather than face up to the fact you didn't do your job right! Coaching on the other hand, requires all parties to contribute to solving the issue. This puts ownership right where it belongs.
An example of this was seen through an executive coaching client of mine (names and details removed to preserve confidentiality). He was despairing of a long-standing member of his team who wasn’t performing, missing targets and despite several ‘discussions’ was on the verge of formal performance management procedures. Upon examination, my client when asked, couldn’t tell me the reason for the person’s performance issue, so this became the first step in his new approach, which included using coaching skills to elicit from the member of staff what they thought the solution could be.
It’s important to remember that coaching doesn’t ignore standards, organisational strategies, goals and targets. Rather it works within these to come up with alternative solutions to enable people to perform at their best.
The outcome of the situation with my client was that he did commence formal capability proceedings, but was actually thanked for his support by the member of staff, who had a clear action plan they felt they could own and implement. Importantly, they were now taking full responsibility for their own actions, but were empowered by feeling they were in control of this.
Here are a few coaching questions to help you and your team explore and build responsibility and accountability:
- What’s my responsibility here and what am I accountable for and to whom?
- Does my team/manager know and agree with this?
- Are my team clear about who is responsible and accountable for each piece of work they do?
- Are people as involved as they can be regarding agreeing responsibilities? Do we instruct, or consult regarding this?
- Do we have agreed check in points to review how this is going?
If you would like to find out more about how BrightBird Coaching and training can help you and your team to develop more accountability and responsibility, please contact us for a no-obligation chat. We offer short workshops, to multi-day training and 1:1 and team coaching.
Check out our latest Effective People Management Programme HERE.
Tel: 07714 855757 or email: [email protected]
Karen Amos is an executive coach and founder of BrightBird Coaching & Training. She supports business owners and managers to get the best out of themselves and their teams. She brings a down-to-earth approach to improving working lives through better leadership, communication and working relationships.