Archive for the ‘Coaching’ Category

The Benefits of Patting Yourself on the Back

Monday, April 6th, 2009

The pace of work often feels like an endless flood of tasks and interactions, with no time to pause to acknowledge completion of a thing, other than checking off an item on your to-do list as you move on to the next task. In fact, you probably go through most days without stopping to acknowledge achievement, whether by you or others.

These unacknowledged accomplishments in your busy day are actually opportunities to improve your mood and make better decisions.

A new study in the Journal of Consumer Research shows that positive moods can increase our ability to understand the big picture.

“A positive mood enhances efforts to attain future well-being, encourages broader and flexible thinking, and increases openness to information,” write the study’s authors Aparna A. Labroo (University of Chicago) and Vanessa M. Patrick (University of Georgia).

The researchers investigated the scientific basis for the simple practice of surrounding oneself with positive things. The first study presented identical statements to study participants. The statements in each set were preceded by either a smiley face or a frowny face.

“The results revealed that simply associating a smiley with a statement resulted in the statement being construed at a higher, more abstract level.”

In follow-up studies, the authors induced positive and negative moods by asking participants to describe either the happiest or unhappiest days in their lives. They then filled out three different questionnaires to determine the level of abstract versus concrete thinking. All three questionnaires showed that people in a good mood thought more abstractly.

The authors explain that being in a good mood allows people to step back emotionally. “The research demonstrates that by signaling that a situation is benign, a positive mood allows people to psychologically distance themselves from the situation,” the authors write.

“Those in a positive mood not only adopt higher-order future goals and work harder toward attaining them, but also reduce their efforts when goals are proximal or concrete,” they conclude.

How does this apply to our workday? When you finish a task, take 5-10 seconds to positively acknowledge completion (”Hooray! Good Work! Another order complete) – reach around and pat yourself on the back. If you’re a manager, seek out opportunities to acknowledge good work by your team members.

And take a moment at the end of the day to highlight three good things you accomplished during the day. Acknowledging your wins is one way you manage your mood into a more positive space.

Nuturing Employee Engagement in Flat Organizations

Tuesday, January 13th, 2009

Established organizations continue to flatten the organizational pyramid through eliminating managerial layers and upping the subordinate/superior ratio from the classic 6:1 to 12:1 and higher. Newer companies stay flat from the get-go.

One consequence is that a traditional workplace acknowledgement - the promotion - is becoming rarer as opportunities for internal upward mobility are reduced.

Read the full article online click here

How Middle Managers are Key to Company Success

Wednesday, January 7th, 2009

In today’s hierarchal organization, strategic intent flows from the top, while tactical implementation is carried out at the bottom. In the middle of the flow are middle managers: first- second- and third tier supervisors, managers and senior managers who are mandated to proactively deliver the planned strategy’s goals.

The challenge is that the bulk of their energy is spent tactically (and often) reactively responding to pressures from customers, subordinates, peers and their boss.

Read the full article online click here

Mann Gulch

Saturday, November 8th, 2008

In 1949, thirteen of sixteen men died battling a relatively small blaze in Mann Gulch. In investigating the circumstances of why most of the smoke jumpers died while three lived, Norman Maclean wrote a book entitled Young Men and Fire, the true story of the smoke jumpers - firefighters who parachute into the back country to fight fires.

Maclean found some startling facts. Mann Gulch has steep canyon walls with the northern slope at a 75% incline. When the wind turned on the smoke jumpers, they were in a race with the fire up those steep walls. Most forest fires feed off dry grass. The north slope of Mann Gulch was mostly tall grass,  so the fire started to spread much faster than anticipated.

A key finding by Maclean was that the thirteen who died had carried their tools - poleaxes, saws, shovels, plus very heavy back packs - while attempting to out-run the fire climbing up those steep walls. In other words, the thirteen laboured as far as they could with all their equipment, even though that equipment was worse than useless in a race with the fire. Their inability to drop their heavy tools and packs ultimately prevented them from outrunning the fire. To these firefighters, their tools were more than simple objects - they represented who they were, why they were there and what they were trained to do. Dropping their tools meant abandoning their existing knowledge, training and experience.

This might not seem like a hard choice to make, but with no training for such a moment, they had no alternative models for behavior. In moments of uncertainty and danger, clinging to the “right” way might seem like a good idea, but not in this case.

The three survivors of the blaze thought outside the box and used different strategies to escape the fire.  Realizing that they were no longer fighting the fire but fleeing from it, they dropped all of their useless equipment. One survivor used a technique called the ‘escape fire’ where he took a match and lit a ring around him so that the fire would “jump” over him.

When he tried to convince others, they continued running up the steep slope because the ‘escape fire’ technique had not been part of their training.

It was their inability to drop the tools and equipment that weren’t working and seek new methods to help them escape that lead to the fire fatally engulfing them.

In your world today:

  • What are the poleaxes, shovels and backpacks you continue to run with?
  • What are the tired, worn out strategies and tools which you are lugging around with you?
  • What existing models of behavior do you need to drop?
  • What existing knowledge, training or experience needs to be abandoned?

Very often, what got you to here won’t get you to there. Those who learn the critical business skills and tools necessary to survive (and thrive!) will be the winners.

Survivors and successful people are always learning and practicing to improve their game. New circumstances always require new skills and tools.

No More Heroes

Sunday, March 23rd, 2008

According to a new book from Hay Group directors and Harvard academics, today’s leadership challenges require tight top teams, not heroic chief executive officers (CEOs.)

“Senior Leadership Teams: What It Takes to Make Them Great” recommends three essential conditions for creating such effective management teams:
1. a real team
2. a compelling direction
3. the right people.

The book, based on field research with management teams, make the case that the responsibilities of leading today’s complex organizations are too broad for just one person. Instead, there’s a growing role for senior leadership teams, who can share the responsibilities, whether in terms of coordinating activities, providing advice or actually taking responsibility for making key decisions.

On top of the essential conditions are three enabling conditions that help ensure the best possible results from the team:
• a sound structure, based around a small number of people (ideally no more than 10) and almost a code of conduct for how team members work together.
• a supportive context, so that the team has the skills and resources it needs to operate effectively. Paradoxically, most executive teams are better at providing resources for their front-line teams than for themselves.
• expert coaching – The most effective teams are coached as entities, developing together.

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Welcome to the 5D Leadership Blog

Friday, February 8th, 2008

Leadership in today’s world is living in an environment of cross-matrixed and team-oriented structures hopefully designed to meet, beat and often cooperate with competitors in a global marketplace increasingly flattened and interconnected by technology.

Our goal is to provide thought leadership, through our insights and research of leadership issues, to help you as a leader bring out the best in your teams and do it in a “win-win-win” way that enhances:

  • business performance
  • personal growth
  • work-life balance

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All the best from the 5D Leadership Team.