They only become tedious if they are tediously managed and the energy of the facilitator is the same as in physical encounters, i.e. too low for the virtual. I just did a short tutorial on the human aspect of a virtual team and here are 5 practical techniques that will help: 1️⃣ Start with check-in […]
Virtual meetings and training are not annoying in themselves Read More »
We often think that group processes start when someone new joins or someone leaves. In fact, they also start again when a team member changes – for example, through a personal crisis, a deeper growth in self-development or a life event that changes who they are. However, contrary to what was taught decades ago, personality
Last week, I wrote that lack of trust can be costly (staff and time spent on PR meetings and clattering relationships), but another very important cost is the cost of adaptation, or the loss of uniqueness. Many have been taught from childhood to fit in: be good, don’t stand out, do as others do. But
Adaptation is costly for business Read More »
At a time when many organisations need to cut costs and increase revenues, it is quite common for cost savings to overlook issues such as trust. If there is little trust, there will be additional costs that are initially invisible:1. Too many meetingsBecause everything needs to be checked, negotiated, to make sure things are done
Trust is a time and money saver for your organisation Read More »
There are two turning points in a career where the mindset needs to change 180 degrees:👉 from specialist to leader👉 from leader to leader of leaders It is often the first step, from specialist to manager, that is particularly difficult in the context of psychological coping, because in general the question of HOW to do
Specialist-minded leaders – a fast track to burnout Read More »
In my 1-1 meetings, I often see start-up managers who want to avoid burnout and learn to trust their team members more. Of course, it always makes me happy to see these issues early on in the journey. Quite often, however, our conversations go beyond these things. For example, the differences in the mindset of
8 questions for people interested in working as a driver Read More »
This is a phrase I overheard an orthopaedic surgeon, whose name I can’t remember, jokingly saying. And I was left thinking that the same thing applies in organisations. Leadership, and getting on in working life in general, is not just about structure, about what keeps us going. It also requires a backbone, an inner support
Everyone has a cranial spine, but not everyone has a vertebral column. Read More »
I have worked with people for a number of noble reasons. But at one point I realised that somewhere deep down there was another reason: the need to be noticed, to get attention. When it hit me, there was a flash of embarrassment. It made me ask myself, how much in my helping profession do
Is the need for attention a threat or an opportunity? Read More »
Data and analysis, or making sense of it, are necessary, but often organisations see endless data digging-questioning-exploring. Every meeting ends with the task of analysing new data. Decisions get stuck at the level of common sense and this hampers effectiveness. The need to understand seems innocent. Often, however, there is a deeper story behind it
Some things are never fully understood Read More »
This family stuff sounds like an expression of caring and unity. In reality, it often refers to the blurring of boundaries, the dispersal of responsibilities and subconscious dynamics that are not part of the work context. 💥 Work is not family. And it doesn’t have to be and it shouldn’t be. Even if it is
Dangerous sentence: “We are all one big family here at work.” Read More »
