WORKING EFFECTIVELY WITH COLLEAGUES …...E.g. Team Management Systems (TMS), MBTI Use to ‘pace’...
Transcript of WORKING EFFECTIVELY WITH COLLEAGUES …...E.g. Team Management Systems (TMS), MBTI Use to ‘pace’...
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WORKING EFFECTIVELY WITH COLLEAGUES DURING CHALLENGING TIMES
Rachel Holmes, Executive Coaching, Personal and Team Development
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Working effectively with colleagues during challenging times
Rachel HolmesProfessional Managers’ Annual Conference
12 December 2016
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The operating environment in 2016
The impact on us and our response
Tools and techniques for challenging times
Tips for managers and leaders
Q&A
Session Overview
© 2016 Rachel Holmes Ltd.
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In people development since 1995
Executive Coaching: transition into new roles, career change, performance and impact
Team and Group Facilitation: newly established, needing a refresh, post-merger, dysfunctional
Leadership Development: programme design & delivery
75% of work within H.E. (last 11 years)
Also pharma, professional partnerships and FMCG
Mainly Professional Services, but also senior academic staff
Special interest: the interface between the two communities
Key Associate work with the AHUA, LFHE, BUFDG, UHR, UCISA
My background & experience
© 2016 Rachel Holmes Ltd.
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2016: a review
© 2016 Rachel Holmes Ltd.
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Term coined by the US Army War College to describe the operating environment that emerged at the end of the Cold War
Volatile, Uncertain, Complex and Ambiguous
Has featured in strategic leadership activity since the 1990’s
We cannot fail to feel the impact…
Welcome to a VUCA world
© 2016 Rachel Holmes Ltd.
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InternationalBrexit: political, financial and existential implicationsChange in PM and Cabinet responsibilitiesTrump’s new ‘grenade’ style of politicsShifts in political alliances and the emergence of the voice of the peopleWar and social upheaval
DomesticSafeguarding crises, immigration challenges, budget cuts, cash-strapped services, The ever-growing importance of individual consumersInfluence of social media on everything!
H.E. sectorHER Bill, REF2021, TEF, LEO, drop in UK applications by ~10%, agency review, Prevent
The Operating Environment
© 2016 Rachel Holmes Ltd.
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Embracing the challenge – Brave New World
Excitement, opportunity
Loss of control
Disengagement & disempowerment
Burnout & exhaustion (must try harder)
Anxiety
Generational differences
Continuing, fundamental shift in the psychological contract between employer and employee
Impact and response
© 2016 Rachel Holmes Ltd.
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Self awareness: strengths, weaknesses, blind spots
Curiosity
Growth Mindset / Stance (Dweck 2006)
Courage
Emotional literacy: being able to read others
Adaptability: flexing your style, responding to change
Ability to navigate the political landscape
Sense of balance: physical, emotional, spiritual
Resilience
Key skills required
© 2016 Rachel Holmes Ltd.
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Circles of influence and control Give people a shorthand – a common language that becomes part
of day-to-day operations Personality profiles – make sure they are robust and user-friendly,
and invest time! E.g. Team Management Systems (TMS), MBTI Use to ‘pace’ others and harness diversity of style (communication,
thinking, decision-making, organisational) Coaching Skills training Communication Triangle: to plan interactions The Ladder of Inference: to manage them ‘in the moment’
Tools & techniques
© 2016 Rachel Holmes Ltd.
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My Stance: Where am I speaking from?
Context: What does the situation demand?
Stakeholder Stance: What am I speaking into?
The Communication Triangle
© 2016 Rachel Holmes Ltd.
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Desired outcome
Our relationship and power differential
Background and history with them
Stances I know I have about them
Emotional self awareness – internal conversations
Emotional containment in the moment
Where am I speaking from?
© 2016 Rachel Holmes Ltd.
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Who are they (one or many?)
Their desired outcome
Their stance on the relationship and power differential
Their values – what’s important to them and what do they need?
Their motivation: towards or away from?
Their communication style
What am I speaking into?
© 2016 Rachel Holmes Ltd.
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What’s the context and history of the situation?
Who are the people involved? Have I thought of everyone?!
Where is the best place for the conversation?
What is the best medium?
What does the situation demand?
© 2016 Rachel Holmes Ltd.
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The Ladder of Inference (Peter Senge)
Conclude and/or decide about action
Interpret data
Select data
Data Pool
© 2016 Rachel Holmes Ltd.
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It really is about the small stuff
Get back to basics
Don’t forget the importance of maintenance: for you and the team
Create time and space for the reflective piece – “What did we do well?”, What can we learn?”, “How will we incorporate that learning?”
Re-think 1-1s and meetings: report back in writing, have learning as an agenda item, colour code meetings (idea generation, action, review)
Discuss and agree what is ‘good enough’
Give permission for mistakes and learning
Sharpen your observational skills: what’s going on?
Don’t get judgemental, get curious!
© 2016 Rachel Holmes Ltd.
Create a new micro-environment