Lonely Leaders Lift off

Over the pass few months I have been gathering together groups of leaders to share and exchange what its like to be the one at the top who leads the organisation and leads oneself.

Instead of looking at what is difficult or not happening, instead of adopting the media approach of the only news is bad news, the meetings focused on what was going well what questions people had and what had worked for them in the past.

servicesWhat’s interesting is that given the right environment, some space and some facilitation that guides. very quickly how the leaders got down to what was really important to them and started to share the real issues rather than some marketing speak (all well and good in its place)

These very different people shared their highs and frustrations their different approaches and their common concerns (which at first many felt it was just them)

Having a forum where these topics can be discussed confidentially provided real shift in thinking and a chance to step back from the day job.

Although this programme stated out as a something for small organisations there has been significant interest from larger organisations who identify with the key themes. In these very competitive times the ability to keep bouncing back and being persistent is crucial as never before

The differences in business type,  the differences in personality and the difference in perception from glass half empty to glass half full, added to the vast range of perspectives. Creating a place where things that were unsaid could be said profile

 

What gets in the way at work? Frustrated, fed up or always flat out?

July 2013 Newsletter

Now the pressure is on and everyone has to do more, be more, work harder and faster, I guess that work can feel like a never ending series of tasks with the mountain getting higher and higher.
Much has been debated about the value and need for higher levels of resilience to enable employees and managers to cope, but is that what we really want? Also I’m mindful of what resilience is anyway and the trend of having a helter-skelter approach to business and life for that matter.

Work can be frustrating sometimes; it can just get to us. It seems that the smallest problem can become an insurmountable obstacle and this just causes us too much pain to overcome. We all have experienced this at work.
However developing the strategies described below we can minimise the effects on ourselves and on others.

  • Recognise and acknowledge that is how you are feeling, right now
  • Understand what it is you are frustrated about, is it about the problem the person or the place?
  • Draw your attention to something else, start to notice
  • Change what you are doing to something else, start to notice
  • Go for a walk for five minutes, change the location and change the view
  • Write down how you are feeling and why?
  • Write down how you would like to be?
  • Look at the problem differently; a sideways glance at the problem often changes it entirely
  • What is this frustration teaching me at the moment?
  • Give the frustration a context, how important is this really in the grand scheme of things?

How we see the situation is often about the lead up to it like a series of building blocks after a while the problem has grown and grown. Whilst many of these things are easy to say and not so easy to do, even by reading this article your perspective might have changed or one or two of the strategies will have connected to you.

Our mindset controls our view of the world as illustrated throughout The Chimp Paradox (the mind management programme for confidence, success and happiness) by Dr Steve Peters who coached many of the gold medal winning members of the Olympic cycling team. He talks about your inner chimp and its battle with the human part of our brain. He uses some great analogies to describe and illustrate the inner conflict that we can all experience when our emotions start to control our behaviours.

So with proper coaching our inner chimp can be utilised to help us and work in partnership with our Human (logic) side.

Often in coaching / mentoring conversations I have with clients they are in a state of turmoil, can’t see the wood for the trees comes to mind.

Being locked into set ways of reacting and behaving reduces our ability to constructively cope with the rapidly changing circumstances

image-indiv-subWith the use of more targeted and specific coaching, managers and employees can reignite the passion they had and see today’s challenges through different eyes.