A Splendid Sight

March 21, 2011

Optimistic Little Poem

Now and then it happens

that somebody shouts for help

and somebody else jumps in at once

and absolutely gratis.

Here in the thick of the grossest capitalism

round the corner comes the shining fire brigade

and extinguishes, or suddenly

there’s silver in the beggar’s hat.

Mornings the streets are full

of people hurrying here and there without

daggers in their hands, quite equably

after milk or radishes.

As though in a time of deepest peace.

A splendid sight.

Hans Magnus Enzenberger, translated by David Constantine

Furthering Solution Focused Facilitation

January 24, 2011

An opportunity to further embed Solution Focused Facilitation skills to a higher level. Moving on with the Solution Focused process, this course will enable delegates to confidently work with the ideas behind Solution Focus, equipping them to deal with any situation which may face them in the training room, meeting, project team or in any other environment where they wish to support people to move forward. For delegates who have previously attended “Introduction to Solution Focused Facilitation”. Cost:£175 place including lunch (£125 early bird or second company delegate price – contact us for details) Trainer:Philip Jones, Workplace Dynamics

How Will You Benefit?

At the end of the day delegates will -

• Understand the attitudes and behaviours which underpin Solution Focus Facilitation and build them into their own practice
• Have “Toughened Up” their Solution Focus Facilitation – enabling their work to demonstrate true and convincing value to others
• Have developed a more conversational and natural approach to facilitation
• Know how to deal with the toughest and most challenging questions in a way that’s best for the individual, their group and their objectives
• Know how to support themselves and keep focused
• Have practiced their Solution Focused skills using a range of exercise

Introduction to Solution Focused Facilitation

January 24, 2011

Enhance your capacity to promote productive conversations and relationships with teams and groups of all kinds. Begin to build skills in Solution Focused Facilitation to promote a constructive and creative group atmosphere. Generate creativity and learning, manage conflict and bad feeling, support change and innovation. Cost: £175 place including lunch (£125 early bird or second company delegate price – contact us for details) Trainer: Philip Jones, Workplace Dynamics

How Will You Benefit?

At the end of the day delegates will

• Be able to create a positive and dynamic group atmosphere
• Know how to encourage people focus on what they want (rather than what they don’t want)
• Understand how to assist people to find a way forward, even in the most challenging of environments
• Have techniques to help them develop appreciation between work colleagues
• Be able to help teams to find their own solutions to problems they face
• Be more confident in managing high levels of conflict
• Clearly understand the Solution Focused Facilitation process

Who should attend?

• Trainers – enhancing the facilitation elements of their courses
• Facilitators – adding to their tool kit
• Managers – building better ways of communicating with their teams
• Consultants – encouraging people to talk in constructive ways and take action
• Lecturers – engaging your students in new material
• Researchers – getting people to share information willingly
• Project Managers – promoting buy-in from project teams and stakeholders
• Community Leaders – structuring appreciative conversations with local people
• Conference chairs – designing exercises to get delegates responding
• Youth Leaders – constructing an atmosphere of appreciation and ownership
• Mediators – enabling conversations in the most difficult of circumstances
• Teachers – creating the conditions for young people to contribute to their own learning
• Sports and Business Coaches – getting everyone involved in reviewing performance and planning development
• Others wishing to further their experience in Solution Focus

Learning Styles – Some Thoughts

November 17, 2010

This post is primarily here to support a team event I’m running on 7^th December. The participants at that event are completing a simple questionnaire to help identify their learning style as described by Honey and Mumford. There are lots of these tests out there on the web and this one is as simple as they come. If you haven’t done so as yet and would like to try it – it’s here.

Once you’ve done the test, take a look at the description of your style and the others so that you can familiarise yourself with the approach underlying learning styles.

Activist

Pragmatist

Theorist

Reflector

Health Warning!! We tend to have much more well developed self-critical than appreciative muscles. Be careful that you are not lingering overly on what the site calls “weaknesses”. They are things to think about and I’m sure that there are many times in your life when you utilise all the style described and more

 Why Bother?

 Of course it’s a good question. Does knowing what someone else thinks is your learning style automatically help? Probably not. My preferred way of approaching such tools is to think of them as merely as information. It may confirm a kernel of something we already know or something new. The chances are that we’ll always want to evaluate it against our experience, testing out if it had some truth to it.

Surely Something as Simple as This Can’t Be Any Good?

Interestingly the themes which are identified in your answers across the questions tend not to change in a longer questionnaire of the same type. Looking again at the questions you’ll see that the answers are evident and you’ll tend to answer similar questions in a comparable way.

I Have Two Styles with Similar Scores – Why?

It’s not unusual. The test gives a simple analysis of a small part of how you operate as a human being – of course we are always more than the test. Chance are that you have both approaches, maybe applying one to certain situations and the second in others contexts.

What Shall I do Now?

I would suggest that on finding out what the test has indicated is “your style” you take a moment to reflect on whether this makes any sense in terms of your life. You could ask a friend or colleague if that analysis seems like you. You may find that on reflection that another style seems more like you and that’s fine. It’s what we find out along the way than being necessarily “labelled” particularly if it’s with a style you’re not sure about.

I’m Confused!

Worry not, we can talk more when we meet. If you have a specific question or want to check something out, please do not hesitate to contact me.

Phil

 

Peace of Mind Helps

October 26, 2010

We know how tricky it is in the workplace at the moment and the fear of the impact on employees. This seems like a really good time to invest in some activity to help promote satisfaction and peace of mind to keep your people healthy. There may be something to learn from the latest research from The University of Wisconsin that ‘ll help companies to support employees with lower education levels

“If you didn’t go that far in your education, but you walk around feeling good psychological stuff, you may not be more likely to suffer ill-health than people with a lot of schooling,” says Carol Ryff, psychology professor and co-author of the study,

High levels of inflammatory protean found in those with lower educational achievements, and said to be a key factor in a range of serious illnesses were mediated by meaningful relationships and sense of purpose.

I would suggest the following

 -          constructive conversations which seek to involve workers at all levels in the future of the company, if this is uncertain at the moment

-          encouraging opportunities for workers to make better relationships with their colleagues, even if this takes them away from their duties – the benefits may pay off

-          contracting with an Employee Assistance Programme to help workers get support on a range of issues

-          flexibility of working practices to allow staff to attend to family and community duties

-          reviewing relaxation space in the workplace. Does your lunchroom allow people to enjoy themselves?

-          sponsoring leisure activities in or out of work time whether it be yoga or a visit to the dogs..

Phil

Don’t Workplace Relationships Just “Stress You Out”?

October 22, 2010

Sitting on any mode of public transport between 5 and 6.30 you can expect to over hear lots of conversation – football, holidays, who is picking the kids up from whose house etc. You don’t have to listen too carefully to log into another rich theme of post work banter – that swine in HR, the boss from hell, herover at accounts; then there’ll be “why doesn’t she get off her posterior (or equivalent)”, if he does that one more time…”. The level of bile reserved for work colleagues apparently knows no bounds. On one memorable occasion I listened to a fellow passenger’s full blown account of how she had caused the complete humiliating annihilation of a workmate for repeatedly coming back late from lunch. This account was so florid and boastful it sounded more like a scene from the Ok Corral than a well (or even badly) run office.

 All sorts of research into workplace happiness cite work colleagues as a significant source of work satisfaction. But what happens if things go wrong? It’s not uncommon for employers to step in to sort out a drop in production but what support is available to gently warm a frosty atmosphere, to deflect daggered looks or sweeten poisoned relationships. The implications for our well-being and stress levels speak for themselves.

The fact is that we all have some responsibility for promoting good relationships in the office and a much improved, even happy atmosphere can be gained relatively quickly in the trickiest situations. I have been fortunate to be asked to help by running team building sessions in all sorts of situations and, whilst the problem seems complicated, the solutions are relatively simple although requiring persistence, goodwill and a willingness to accept that change is possible.

Maintain “social language”

In my experience it’s the first thing to go when times are tough and the first thing to come back when things improve. Keep up the “Hi!”, “hellos” and “have a good weekends”.

Watch your “communication filters”

Human beings are impressive communicators. To be so effective we have developed filters to enable us to categorise events. In the workplace that tends to mean that we expect, and therefore focus on, the behaviour we tend to notice – i.e. moaning, complaining, failure to help etc. When we turn our filter to notice the positive contribution that people make it can have pleasing effects.

Talk about what you want (rather than what you don’t want)

It is so much easier to understand when our colleagues talk about what they want, we can all join in! When they talk about what they don’t want we tend to spot the bits that relate to ourselves and that can make us feel uncomfortable, defensive etc.

 Talk about the future

Avoid talking about a past that can’t be changed. Talking about the future can make what you want to achieve more real. Combine this with a discussion about what we all want in the future can create tangible excitement.

Develop a way of dealing with difficult issues

There are some invaluable “rules” which can be adopted by teams to help them to communicate with each other at difficult times. Marshall Rosenberg’s Non-Violent Communication Model helps those who use it to express what their needs, their feelings and ask for what they want in an effective way.

Build a culture of appreciation

Work colleagues who regularly take time out to talk about how they value each other are in a good position when conflict arises. They know that underneath all the disagreement they are appreciated – no matter what.

You Cannot Not Communicate

October 22, 2010

It takes just a moment of reflection to realise that we are communicating all the time. In fact the simple truth is, we cannot, not communicate. Not only in what we say or commit to paper, but also how have we done so. The manner in which we dress, our accent, our chosen career and even the way we walk into the room is subject to interpretation of others. Many of whom may reach conclusions other than those we intend!

 So what can we do if so much of what we say is open to the confusion and distortion? Luckily the study of communication has become something of a science. Applying some of this body of knowledge can help us gain control over the messages we want to give, taking the small steps to help to tip the odds in our favour.

Noticing the different ways your colleagues communicate verbally will give a clue how to respond in the way that they’ll best understand. Gently mirroring another’s posture in a meeting is a powerful indicator that you’re interested and attentive – just notice how lovers sitting in a bar to adopt each others body positions and gestures. The founder of analytical psychology, Carl Jung, introduced the notion of personality archetypes, later developed into the well known Myers-Briggs Inventory. MBTI archetypes help us to spot simple but important hints as to how people prefer to process information. You’ll notice that some of your work colleague prefer to understand the “big picture” in-terms of new projects and ideas before getting down to what needs to be done in detail, whilst others focus on the “nuts and bolts” before seeing how this fits into the overall scheme of things. Some people like to work things out with colleagues or alone, work using feelings or thinking terminology or are quicker or slower at reaching conclusions. Using your co-workers preference will ensure that you are literally on their wavelength.

Whilst you’re noticing the way your colleagues talk, pay attention to the words they use. The well-known interpersonal communication model, Neuro-Linguistic Programming, indicates that people tend to have one or more preferences for visual, auditory or kinaesthetic (feeling) language. A visual person may say that they can “see how things are going to work” and have “a vision of the finished result”, an auditory colleague that the plan “rings true” or “sounds right”, a kinaesthetic person that everything “feels right” and is going “smoothly”. Using the other person’s style will assist in understanding.

Conscious control of body language and tone of voice can be crucial. Professor Albert Mehrabian of UCLA first popularised the notion of how important body language is in communicating attitudes and feelings in 1971. Try telling a colleague that you think they have done something well whilst shaking your head to see if they believe you. As Merhabian noted, in such situations the non-verbal “message” almost always wins!

The old adage, “actions speak louder than words” can be simply applied to great effect. Richard is a partner of an architectural consultancy. During a working lunch Richard was surprised to be told that his long-term partners thought that he was becoming aloof as the firm grew more successful and Richard involved in separate, albeit lucrative, projects. Not being one to let a good feedback pass him by, Richard started deliberately calling into his partners offices for coffee, arranging lunches and games of squash. Up to this point they were partners in word only. Richard’s active efforts to be around, demonstrated a greater to commitment to his co-directors. The impact of simply being present was considerable and led to greater mutual support and co-working.

People are at the centre of successful businesses and it’s effective communication that oils the wheels that keep businesses thriving. Luckily it is the sum total of usable tools, like those described above, that can help make us the smartest of communicators.

(This article previously appeared in Sunday Telegraph)

How to Manage Yourself in Meetings

October 22, 2010

Meetings are about people first, business second

People will bend over backwards to work with people they like. Use your rapport building skills to connect – make eye contact with everyone, initiate saying “hello” and a neither too bone-crushing or flaccid handshake. 

The first secret to making a good impression is not to make a bad one

You are effectively on show as soon as you approach the meeting room. You may be a top act in the boardroom but if you’ve parked inconsiderately or have been rude to the receptionist, the word will have gone around the building as soon as you’ve hear “matters arising”.

Use the introductions to draw attention to yourself

This can be prepared in advance – your name, role and why you are present in the meeting. Keeping it brief, addressing the whole meeting, starting and ending with the chair. Ensure that the minute taker has understood your name and spell out anything that could be misunderstood

Gather key information from the off

Starting with the names and roles of those attending. In any meeting, start by drawing a “map” of the table, where people are sitting and what they do. Being able to use someone’s name when addressing them is key to gaining their confidence and spreading your influence around the whole room.

Make a contribution within the first five minutes

Those experienced in meetings know this painful truth. As meetings progress, some will be left behind. Keep your comments relevant and brief but get in early

Help make other people look good

A gentle acknowledgement of colleagues achievements will be remembered, although avoid the snivveling  “I agree with Nick” moments.

Where to sit

Know who the main movers and shakers are, and sit in their eye line. Don’t sit next to the chairperson or anyone you really want to connect with. If everyone is seated when you arrive, don’t be afraid to politely move your chair to get a good seat. Sit up and set your shoulders towards the meeting and place your hands in a relaxed manner on the table – you’ll look confident and ready.

How to get your ideas across during brainstorms

Keep it succinct, a four or five words sentence which is easy to write on the flipchart or smartboard. Look around the room as you speak and see how your ideas are being received. Make links with your ideas with what has gone before, don’t be afraid to praise other’s contributions. If possible, offer to “flip” and get yourself in the centre of the action. 

Giving better presentations

Keep it short and snappy – three or four points max. Even you have lots of complicated data, summarise your main points at the beginning and at the end. Don’t under any circumstances try to cram things in – it never works. If you are stuck for time, jump straight to the end and repeat your main points. Smile. No-one will know.

Handling difficult negotiations

Have your objectives set out in advance – your best possible option and your “must have” position. If faced with aggressive tactics or demands which are outside your authority, don’t be pressurised, stay relaxed and take some time out to consider your position, even if this means a break in the meeting. No-one ever got sacked for keeping things pleasant and checking things out before making a costly mistake.
 

How to disagree with someone and survive when you’re outnumbered

Use I think/feel statements to indicate that your position is one that you believe in. Seek to demonstrate how your ideas are allied to others. At all costs keep your head, even if the tide is turning against you. Be magnanimous in victory and philosophical in defeat. For heaven’s sake don’t sulk.

 Body language tips

Remember Albert Merhabian’s research about how attitudes and beliefs are communicated – 7% the words used, 38% the way they are spoken and 55% the accompanying body language. Make sure that your body language and voice tone are in line with what you want to say.  

How to wrap up and leave a good impression

 Finish as you started. Shaking hands, using people’s names, saying something that you appreciated about what they said or did during the meetings. Remember to wish them a good holiday/a good journey home or whatever they said they would be doing in the near future. Oh and be polite to the receptionist on the way out.

 

(Quotes from this article previously appeared in Shortlist magazine)

Nice things delegates said about the first Introduction to Solution Focused Facilitation

October 21, 2010

A group of lovely people came to my first Introduction to Solution Focused Facilitation event on 13^th October – here are some of the things they said about the course

 Things delegates said they gained as a result of attending

“knowing more about solution focus and how to use it is a practical way”

 “met some great people and shared loads of experience – good fun!”

 “techniques and suggestions for facilitating successful sessions”

 “CONFIDENCE! In extending my toolbox, gained extensive knowledge by actually using solution focus approach”

 “this is a framework that I feel enthusiastic about”

How delegates described the session

Lively, friendly, challenging, fun, stimulating, congruent, worthwhile, energetic, collaboration, relaxed, engaging, inspiring, informative, helpful, brilliant

Coaching in the Public Sector Following the Spending Review

October 21, 2010

 

The Context

The coalition government has announced the greatest cuts to public service spending since the 1970s. This is in the context of other cuts earlier this year/end of last.

PWC estimate that this will lead to £500,000 public sector jobs going with as many more going in the private sector as a result of public sector contracts ending and the impact on the economy of losing the demand from half a million public sector salaries. http://bit.ly/cML0o9

The coalition government is keen for voluntary, private and civil sector organisations to deliver to services previously delivered by the public sector. This means that while some services will cease, others will be delivered by different organisations. This is in the context of a increase of private and third sector organisations running public services over the last 20 years.

The Problem

Redundancy is a major life stress – as is the fear of it. http://bit.ly/9bNB3a

Talented staff will be leaving.

Those remaining will have a number of issues directly relating to the cut in resource

-          the process of consultation and selection of those to be made redundant will cause tremendous anxiety (see my blog)

-          those remaining may suffer “survivor guilt” aka “survivor syndrome”

-          those remaining will also have to do the work of those who have left

Those remaining will face other issues arising from redundancy and other changes

-          New roles, teams, organisational structures and relationships

-          New ways of working – desk sharing, roaming working

-          New relationships with partner agencies who may have a very different way of operation and organisation culture

For everyone there will be considerable change in work expectations and career mapping

-          greater uncertainty about the future – do I have a job, who for and doing what?

-          Stands to reason that people will need to develop new skills, attitudes and approaches to all the challenges listed above

All of this is likely to have a negative impact on individual and organisational performance

The Solution

 

Coaching to build capacity to manage change in one’s own work life whilst supporting other.

Aim to develop managers

-          Resilience in dealing with day to day pain and anger of staff

-          Ability to have difficult conversations with staff when they do not know the answer or have little to offer in terms of consolation

-          Listen and acknowledge difficulty

-          Gently move the conversation towards the future

« Previous Page — Next Page »