We know that the more diverse an organisation, the more profitable, innovative and sustainable it is. And yet too often we fail to put this knowledge into practice.
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Well, I was taught a lesson that made me both laugh and think.
It was during school holidays with the first day of school approaching, which means I had bored children at home as well as back-to-school preparation to get on with, buying uniforms, books, new lunchboxes – you know the drill.
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One of the key questions I am frequently asked is: ‘Do I need a coach?’ Both organisations and individuals are increasingly considering coaching as they begin to recognise that in order to be successful, they likely need additional support.
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As we move into 2021 and a period of COVID recovery, or at least COVID management, leadership is being recognised as a key contributor to business and professional success. While the execution may differ, it is possible to identify some fundamental principles that strong leaders live by.
As we move out of 2020 and into 2021 (thank goodness), many of us will be taking the time to think about what’s next. This year didn’t go to plan for most of us but that doesn’t mean we shouldn’t take the time to write the plan for 2021. Many of us have a bit of catching up to do!
Every year I take some time out to think about what I want to achieve in both the near and the distant future. I start with a vision of where I hope to be in ten years’ time, and then break that down into achievable mini-goals.
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I love watching TV and Netflix has definitely been one of my guilty pleasures during Covid. Recently I have been watching a series called The Playbook. This docuseries interviews 5 of the greatest sporting coaches across different sports – Doc Rivers - Basketball, Jill Ellis – Soccer, Jose Mourinho – Soccer, Patrick Mouratoglou – Tennis and Dawn Staley - Basketball
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Over the last eight months, so many experts have made predictions and given advice about how COVID will affect business, what companies and business-owners need to do to be successful, and how industries will need to pivot to stay one step ahead. While advice may differ, one thing we can all agree on is that the way we work will change.
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Research has shown that leaders and cultures with more constructive styles of leadership are more collaborative, innovative and, ultimately, profitable. One of the key attributes of this constructive style is humanistic leadership. Humanistic leadership means having a true concern and care for the welfare of others – in other words, empathy.
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As industries and businesses adapt to these conditions, the workforce will need to change. New industries, new skills and new careers are on the horizon. And while change can be exciting, this is also bound to be a challenging time for many.
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It may sound callous and even selfish, but it’s not wrong. A recent McKinsey study forecasts that while the impact of COVID-19 on the world economy is in no way certain, there will be some winners and some losers across industries, organisations and individuals. Even growing and resilient industries will still see winners and losers.
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I have two sons, Jack and Lucas, who are now teenagers. I was an older mother, having my first child at 36. Prior to becoming a parent, I had great leadership training and experience. I had a BA with a major in Psychology, as well as an MBA, and I had participated in many leadership programs. Experientially, I had built businesses and teams, led restructures, and worked for both great and not so great managers.
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In my youth I used to think that asking for help was a sign of weakness or incompetence. I now know that accepting the gaps in our understanding and being brave enough to ask for help is actually a sign of strength.
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Whether you call it right-sizing, career transition, redundancy, resignation or mutually agreed separation, the reality is the same – an employee is leaving the organisation and heading into employment uncertainty. This is especially the case now, in the middle of the COVID-19 pandemic.
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Stress is on the rise; we all know it, right? Article after article pops up in our news feeds about its impact on our health, our relationships and our job performance. This has only become even more common during COVID-19.
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When you are an employee your job is to make the company money. You are part of a team required to ensure the business is sustainable and profitable. Your role is not to be the diversity expert or the best product manager. You fulfil these functions and activities to ensure the success of the business.
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Let’s talk about job titles! How many of us have chased a particular job title, becoming focused on achieving that addition of ‘Manager’, ‘Vice President’, ‘Leader’ or ‘Executive’ to our door or email signature? To a large extent we’ve been conditioned to do this from our early days at school, when we aimed to be appointed Prefect or Sports Captain, and our first jobs in retail or hospitality, when our greatest goal was to be named Shift Manager or moved from the fryer to the register. From our youngest days, we learn that titles come with cachet and a sense of accomplishment.
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What’s on your Christmas list this year? Instead of creating a list of things you want to receive, why not think about creating a wish list for your career instead?
Here are some ideas for what you might include on your Christmas career list.
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It’s December already! Are you, like so many of us, shocked by all the things you thought you’d get done this year but that are still sitting on your to-do list? Time flies, as they say, and as leaders it is easy to get so caught up in the day-to-day that we forget to look at the bigger picture and make sure we’re taking care of the people around us. So we have created a leadership checklist to help you see out the old year and ring in the new one on a strong footing.
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