Breakthrough in performance, what are the chances of this happening?

September Newsletter

Recent research has shown that the vast majority of employees are working at the max or close to it (SHL/CED).  Engagement strategies are often seen as just that – entice and engage, ignoring what has happened to employees over the last five years and the economic situation.

Performance management systems are often divisive with any difficult conversation still not taking place often enough or with true transparency. I wonder how many performance management systems have questions about how I support the extended team to succeed or how my role supports an enterprising and collaborative way of working.

The chances of breakthough performance are substantially increased if real clarity about what we want to achieve is defined and acted upon.If the organisation has real life exemplars of success whose behaviour demonstrates how to succeed and enable others to exceed and as a result raise the achievement bar for everyone.

Breakthough performance comes from creativity, collaboration, ticking the important boxes, doing more with the same and having a spirit that binds people together rather than tears them apart.

Managers feel increasingly isolated and cut off from the organisation and feel set up as the fall guy.  Young managers have not received the levels of training and mentoring that their predecessors enjoyed.profile

What is talent and who are the talented?

I recently attended a conference with over sixty Human Resource professionals who were being talked at by a major consultancy selling its recipe for success, and what struck me was the lack of challenge and debate in their group.

Some of the discussion was about, ‘what is talent?’  Some defined it as a special group – young leaders, specialists, irreplaceables, movers and shakers. One person with a small and  tentative voice offered up that they saw all their people as talented.  Yes, I know it’s a slightly different thing but what a great way to view people!

If we measure people by their strengths rather than what they can’t do and then squeeze them into something they will be uncomfortable and then fail at it.

By creating a whole organisation that feels and acts in a way where all the talents of the people are pulled together to build a place where daily actions support the strategic plans and the desire to grow and develop drives the talent threshold up. A recent article from the Harvard Business school, Make Your Company A Talent Factory, describes how talent factories are being  developed. More than ever now you have to keep the good employees and ensure they don’t start looking for other opportunities.

Small businesses by their very nature have staff who help each other out, are focused on the outcome and relish the opportunity to build their skills and grow.  Some larger businesses have lost sight of this; each person needs to know how to bake the cake.

So who can we learn from and create a new recipe (I see images of the Great British Bake Off coming ..!)

In short, the big guy needs to learn from the little guy.

Time to stop and STARE

Research into where the most learning is gained within an organisation indicates it is about experience rather than trainer led events, with time to reflect and consider and gaining wisdom over time that is captured and shared so that the whole organisation develops that leads to a breakthrough in performance.This is supported by mentors and coaches who bring out the very best in people and create a true learning organisation which over time turns into organisational wisdom.

People’s ability to reflect and implement new actions become common place and collective, collaborative behaviours bring about change that has no fear. I wonder how many conversations occur that are inspiring, praising and enabling and really collaborative in nature.  Perhaps these types of conversation are even more difficult.

So, now perhaps it really is time to stop and stare?  If by staring you use your best to mentor others, use internal and external coaches, create forums that promote reflective practice.  Do it in small chunks, support it with media and encourage people to fly.

And by staring I mean

Time to take another look, so call me to see how I can help.

How much more resilient can we be?

Recently I have been asked to present to several business and professional groups on the subject of resilience something which it seems everyone wants some more of. So to ensure I provided well researched and thought out information I re-read two of my favorite books on the subject

These thoughts and suggestions are extracts taken from The Resilience Factor by Karen Reivich and Andrew Shatte and The Chimp Paradox by Dr Steven Peters.

So to start What Is Resilience?
The ability to keep bouncing back from adversity or setbacks with a positive intention.
So are we stuck with how much of it we have
No resilience can be learned, developed and improved at anytime and with new thoughts and mind sets.

So now that we know what it is what can we do about it

The resilience factor divides resilience into seven main areas
1.It’s the ability to stay calm under pressure
2.Being able to hold your emotions in check
3.The belief that things will change for the better
4.The ability to accurately identify the causes of people’s problems
5.How well you are able to read other people
6.Represents our belief that we can solve problems we are likely to experience
7.The ability to ask others for help or views (fear of fear)

image-indiv-subSo where does this all come from, well it comes from our fears a recent survey stated that
The top ten human limiting beliefs are
2.We fear FAILURE
3.We fear we are NOT (good) ENOUGH to achieve what we want
4.We fear NOT being LOVED
6.We have negative attributes assigned to rich people
7.We fear SUCCESS
8.We don’t DESERVE/ We’re not WORTHY of SUCCESS
9.We have to work very hard, long hours for our money
10.There are lots of deep-rooted beliefs that hold me back

What if we just ignored those fears or repositioned them so that they were trying to help us but the message got jumbled
So how can we be more resilient?
1. Build positive beliefs in your abilities
2. Embrace change and look for what you are learning?
3. Be optimistic and stay positive (a hopeful outlook)
4. Find a sense of purpose in your life (become achieving)
5. Develop a strong social framework and network
6. Invest and look after yourself
7. Establish goals, both small and large
8. Develop your creative and problem-solving skills
9. Take steps to solve problems and take action
10. Keep working on your skills, everyone is a work in progress

Or even better we can start to

Stop worrying about what others think about us
Do things because you really want to
Drop the image, the shoulds and obligations
Know what makes you unique and You
Be clear about what makes you happy and do more of it
Know your own emotional hot buttons
Act on what you know is right
Have an opinion and express it
Let others see the real you
Never apologize for being you

In other words be more authentic which is summarized by the extract of a poem belowservices

Our Deepest Fear
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.
We ask ourselves,
Who am I to be brilliant, gorgeous, talented, fabulous?
Actually, who are you not to be?

By Marianne Williamson
Reflections on the Principles of A Course in Miracles