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Category: Leadership and Management Training

  • Lessons from Janus the Two-Faced God

    Janus, the Roman god, to whom we owe the naming of the first month of the year, January, looked forward into the future while also having the wisdom for reflection and resolution of the past. Starting a new year is a perfect time for closure on things as well as to reflect while making plans for the coming year. In reflecting we might ask questions such as:

    • What worked well last year?
    • What systems, processes and procedures are not working so well? Why?
    • Where do we need to make improvements?
    • Who within my team has learning and development needs to help them perform better, to step into a new role and so on?

    Asking these and many other questions, helps us plan and budget effectively. What happens if managers and leaders are unable to reflect both on their personal performance and the performance of those they lead? Ever worked with or for someone who always seems to have a reason why something cannot be done, won’t work, didn’t work, wouldn’t fit, does not make sense or any other similar phraseology, simply wanting to protect the status quo appearing lethargic, stubborn and perhaps even toxic in making any changes that might take them out of their “comfort zone”.

    Staying in a comfort zone, as it suggests, feels easy remaining in the familiar – “better the devil you know than you don’t know.” “We’ve always done it like this.” Challenging our comfort zone requires effort, change to be more effective, to try something different or new and to temporarily move into the unknown. “Comfort zones are our default behaviour – our routines, habits and patterns.  Comfort zones are not necessarily comfortable, they are familiar. They are what we know and they are ways we organize much of our lives”.   (The Bigger Game, Laura Whitworth, Nick Tamlyn)

    Linking this to positive thinking and a positive, constructive approach, a comfort zone is something that we do not necessarily see, rather it is “just the way we do things”. Our patterns of thought and behaviour. The key to changing ingrained patterns that do not necessarily serve us personally as well as those around us is to be open to hear when someone challenges the way we do things or the way of thinking at that moment. Encourages reflection and analysis of situations, thoughts and ideas to challenge the status quo, the comfort zone. Accepting that there might be another way to do something does not necessarily mean choosing what is being suggested. However, it does require that we examine that particular pattern of behaviour and make a conscious decision as to whether it is actually serving our individual interests as well as those of a department or whole organisation, question where we are now in the process, where we want to be and therefore what we want to achieve.

    Negativity, such as the inability to listen – “I believe I am right”, avoiding accountability and responsibility, lack of energy to try, giving no support for something new, focusing on the past rather than the present, is simply a toxin that saps lifeblood from the person themselves, from the system, from the team and ultimately the organization as a whole.  

    Everyone in the organization needs to feel fulfilled. Feeling fulfilled does not mean that life is easy. Fulfillment can coexist in a challenging environment, when we are out of our comfort zone and when times require extra effort to rise to the challenge being ready to step out and step up not only to overcome the challenge, but also to learn and grow, leaving our comfort zone behind while moving into the new state. And then like Janus reflecting on what has been achieved, is it serving well and how can it be improved moving forward?

    Keeping a balance between looking forward and planning the future requires the wisdom of Janus to be open with ourselves and others, to admit when something is not working well, needs upgrading, changing or deleting only comes through open reflection and the willingness to resolve issues.

  • Moral courage in leadership

    “If you are a leader. A person that other fellows look to, you’ve got to keep going.”

    Sir Ernest Shackleton

    As we speed to the end of 2022 and begin 2023, on our minds is the inevitable “New Year Resolutions.” What, if any are you committing yourself to do or be? Dr Aseem Malhotra, a cardiologist in our NHS sparked my thought process to think about new year and my resolutions.  If I am to set any, the word “courage” comes to mind.

    Courage as defined by the Merriam Webster dictionary is “the mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty.” When referring to courage, based on this definition we are already including the word moral and therefore it is not necessary to refer to “moral courage”. In the words of Daniel Goleman, courage is based on self-confidence and people with this competence are able to:

    • “Present themselves with self-assurance and self-confidence creating a “presence”
    • Are able to and will voice views that are unpopular, going out on a limb for what is right
    • Are decisive, able to make sound decisions despite uncertainties, pressures, obstacles, as well as fear.”

    Courage, in short is the ability to overcome fear in the face of perceived danger for what you believe is right. How many leaders today, do you know who are doing just that? The Mandelas, Churchills and even Shackleton, the explorer are long gone. It is only self-confidence and courage that gives you the strength to make tough decisions or follow a course of action that you believe in, despite opposition, disagreement and even the threat of being dislodged, smeared and ridiculed by those with an equally strong, but opposite belief. Whether you agree with what Dr Malhotra is saying, is irrelevant, but he is standing up for what he believes and leading the way for those that believe the same, but yet, lack the self-confidence and courage to speak out due to fear of what might happen, if they do.

    Fear, which I have written about in a previous blog is something that is based on irrational beliefs, events, persons or feelings that will result in negative, disastrous, disturbing, unsettling or even life-threatening consequences for the person who is in fear. Our fears can and do take us hostage, preventing and blocking us from living powerfully, being who we are without fear of retribution, because of a negative state. Surely, living in a democratic society means that we can share personal opinions and views openly in an appropriate manner, allowing others to having an opposite viewpoint whether in public, our teams or in organisations?

    Our brains are hardwired to look for danger and pain, warning us to stay away.  In order to act courageously you have to convince your brain to look for and see the benefit of a particular action. I remember several situations in my career where courage to speak out about what I thought would be perceived as a negative decision by those who were on the other end of it, and in the short-term detrimental to those same people. The risk was high, but it was the only way that I saw for us all to weather the storm, and survive, thus in the medium-term would and did benefit all. That did not make it easy, because the brain is trying to convince you that you are not doing the right thing, therefore you are not only dealing with the feelings and opinions of those who are on the end of your decision, but also your own self-doubt and sudden disappearance of inner confidence and calm. How will you feel and what will you do if it goes wrong? Those questions driving shame, guilt and fear, perhaps even anger before it has arrived. How do you overcome fear in order to step outside your comfort zone and secure base and look danger in the face, not recklessly, but with enough self-confidence to eliminate the fear and to use it towards achieving a positive outcome.

    1. Identify the fear – just what is it that you are afraid of? Write it down and examine it for what it is, using the questions: Why do I have this fear? Where is the fear coming from? What is driving it?
    2. Go deeper and reflect on aspects of the past and what may be contributing to this fear in the present. Have you stirred an old wound that you have been suppressing?
    3. Think of someone who you can share and talk about your fear with. Someone who can be your “base,” an ally who will listen and walk with you through your fear.
    4. Visualise yourself overcoming your fear and succeeding in your quest.
    5. Act by taking the necessary steps to make it happen. It is only when you have acted that you truly have overcome your fear.

    Courage is a very essential characteristic of a leader. George Kohlrieser in “Care to Dare” talks about “Playing to win.” Playing to win takes the perceived threat and fear out of the equation. When a leader plays to win, he or she is able to take the necessary risks to succeed. When playing to win you have a high focus on relationships, therefore not sacrificing your people for your own ego. It is about the fine balance between the relationships and the level of challenge that enables you to reach the highest levels of performance. You support your team members, creating a safe place, but at the same time stretch them through high expectations, challenge, direct and constructive feedback. Feeling safe and challenged, your team members will be fully engaged in exploring possibilities, being creative, as well as taking the risks necessary to allow for them to take the steps needed for change. Practicing the balance of “caring and daring” you will not pursue options that allow others to “lose.”

    Nelson Mandela, Sir Ernest Shackleton and other great leaders all played to win overcoming their own fears and taking the “bull by the horns”. They led at their best despite setbacks by creating a safe base for their followers, even though working against the odds, having a deep impact on their followers and ultimately on the outcome. Leaders in business who act in the same manner also play to win, not just for themselves, but all those they lead. Dr Malhotra is doing just that.

    In my humble opinion it is time for our leaders, whether in government, in organisations or small business, to pick up the gauntlet, overcome their fears and show courage by speaking out and sharing what in your hearts you know to be true. Perhaps if we all did that, our world would be a more humble, tolerant and caring place?

    Are you ready to stick your head above the parapet and speak up for what you believe is true and right?

    References:

    Working with Emotional Intelligence, Daniel Goleman

    Care to Dare, George Kohlrieser

    Hostage at the Table, George Kohlrieser

  • Mrs M – A very capable lady

    This case study encompasses both my professional roles as an alternative healthcare practitioner and corporate wellbeing training provider. The aim of the case study is to encourage you to assess the impact of executing a decision on the health of those who are involved, perhaps through no fault of their own and therefore what could have been done differently.

    The client in question, came to me for the treatment of chronic depression. She had been recommended by a person who I had been treating for some time who also suffered from  chronic depression, which I am glad to say he is mostly free of today. At the time she was under the “control” of the specialised NHS mental health, psychiatric unit as well as receiving medical assistance. She is taking several medications for depression, anxiety and sleep including Lithium.

    A lady late 50’s who was employed by a high school as the assistant director of the school, a job she has been doing for some years already while also continuing to teach the pupils an academic subject. An active person who was working long hours every day, five days a week in school and some part of her personal time to catch up, mark papers and do other administrative tasks, she seldom did less than a 10-hour day. Her husband also works in education. Her daughter was due to graduate a couple of months after her first consultation with me.

    About 3 years ago, as a part of some kind of change in status and re-organisation of the school, all teachers were asked to re-apply for their jobs to continue employment at that school. Each teacher would be hired based on the new requirements. My client was not re-hired, nor was she given an explanation as to why, she was simply told that her job was no longer needed as of tomorrow. No redundancy payment was offered. That news would be a dramatic shock for most of us, even if thinking of resigning or retiring. Lack of appreciation, feedback and thanks would make anyone angry, likely followed by sadness at having the job and career you love crudely removed with no further contact. From May to September of that year she did not feel well, she lost interest and enthusiasm for life, but tried to regain this by taking up a role as a volunteer in a local charity shop.

    At a similar time, her father died during Covid and this seemed to “tip” her over the edge into mental illness, specifically severe depression combined with anxiety. Her father also suffered from depression and anxiety therefore depression running in the familial line. She stated that she remembers shaking uncontrollably at the loss of her father, and perhaps to this day has not yet come to terms with this loss through the normal grieving process.

    Certainly, we can debate if how she lost her job was according to the law? That is not the purpose of this case and therefore we will avoid going down that route. The client is now on four medications for anxiety and depression, some of which are also negatively affecting hair growth, causing hair loss, which further embeds the feeling of “why would anyone want or love me?”. In addition, she is putting on weight, which also negatively impacts how she feels about herself. Her quality of sleep is poor due to twitching, a side effect one of the prescribed medications. To aid sleep she has been subscribed Zopiclone, a common sleep medication which can cause drowsiness during the day. In her own words, she “Has no reason to get out of bed and most of the time feels blank and tense,” therefore can spend the whole day in bed sleeping with no desire to get out of bed. In order to end this cycle, she saw only one way out and that was to commit suicide. She tried, but luckily was not successful.

    She had her gall bladder removed approximately 10 years ago and despite this has no  difficulty in digesting most foods. However, looking at this energetically, the gall bladder – “How can you have the gall to……?” is a representation of rage and extreme anger that has been suppressed within the body, ultimately causing severe inflammation and damage to the gall bladder until eventually it had to be surgically removed. This is an example of how suppressed negative emotions manifest on the physical level to show us what it is we need to deal with. Does removal of the gall bladder mean we have dealt with these negative emotions, or do they still remain in the body as the person’s behavioural pattern remains the same?

    Mrs M also suffers from a fungal nail infection in both her feet under the nails.

    Despite being under the guidance of the mental health team in her local area, at best she is staying numb to life, devoid of any kind of emotion whether joyful or otherwise, at worst is not living. Weekly she has a counselling session with one of the mental health counsellors. After several years of guidance from this team, she and her husband, whose life has also been tipped upside down, decided to try something different and on recommendation from one of their friends, sought a health consultation with me.

    The main goals for treatment are:

    • To get better from severe depression and anxiety to live her life as before.
    • To improve her quality of life and reduce medications.
    • To empower her to embrace life through physical and mental health and vitality.

    To date she has undergone 2 consultations. Between consultations she is taking herbal remedies and orchid essences as well as Omega 3 for brain health and vitamin D. The orchid essences were to address the anger at herself and to re-balance the victim and saboteur archetypes that are both running negative patterns affecting her behaviour. Naturopathic advice included:

    • Going outside into nature for a minimum of 10 minutes twice daily. When someone does not even want to get out of bed this is a huge challenge.
    • Removal of all wheat from her diet.
    • Find one positive in her life every day and give thanks.
    • De-clutter her “office” for 10 minutes 3-4 times weekly until complete. Throw past documents out with joy at letting them go.

    The first two points were essential to creating wellness. The other points are important, but if not done every day at the early stage of treatment, this is fine.

    This gives you the background of this client. Now look at this situation from a treatment perspective and answer the following questions:

    1. How did this person end up with severe depression and anxiety when previously she was a capable, active woman who up until losing her job we can assume was able to take responsibility and get things done? 
    2. When treating any dis-ease condition how important is it to treat the symptoms and the cause for long term relief and to ensure she is able to live her life with a good degree of normalcy?
    3. What do you think is the root cause of her prescribed condition?
    4. Treating any dis-ease requires consideration and treatment of both the emotional underlying factor as well as the physical condition/symptoms? What is your opinion?
    5. Do you think that treatment through the traditional, allopathic medical system considers the person as a whole in the treatment protocols or rather focuses on the visible symptoms and therefore dis-ease diagnosis?
    6. What naturopathic advice would you give to the client, bearing in mind that she may not have the energy to get out of bed? What actions do you think would bring the most positive impact to her mental health?
    7. If you were the manager/HR manager who informed this client of their redundancy would you do anything differently?

    Are you on a similar journey to Mrs M? Discover how you may be able to help yourself from my Brain Health – Mental Agility course.

  • New Year – New Opportunities

    The start of a new year is for me always a time to clear out – clear out wardrobes and drawers of clothes I haven’t worn in the last year, storage areas that have been stuffed full of things that “might just come in useful,” as well as my brain, mind and body. In truthfulness body comes a little later in the early days of spring. I find trying to remove the old, dusty and sluggish me difficult to do in the winter months when foods craved are wholesome, warming and consequently heavier in nature. Lymphatic cleaning is is much easier and consuming salads, juicing and lighter foods also easier when the weather is warmer and the days starting to get longer.

    Clearing and cleaning out facilitates space to think, to create and for sure being human will once again over the coming year get filled up, maintaining the cyclical nature of hoarding. There is a saying “I need to clear my head”. This phrase is representative of how I feel about this time of year and the importance of ensuring my head is clear for what is ahead, whether plain sailing or challenges. For most a mixture of both. Above all to have space and the eyes to be able to see new opportunities.

    Clearing out also brings the opportunity to manifest what you want in 2023, by letting go of the old, with thanks and welcoming in the new. After approximately two years of doubt and uncertainty due to Covid fall-out we can look forward to a healthy, positive, forward moving 2023. While the outlook according to “Capital 500, London Quarterly Economic Review” (Q4 2022), sponsored by Haysmacintyre, for the London Chamber of Commerce and commented on by Vicky Pryce, Chief Economic Advisor and Board Member, Centre for Economics and Business Research (CEBR) while not being the most positive forecast, is at least showing an upward trend within London businesses:

    • 17% expecting their workforce size to increase over the next 3 months.
    • 21% reported an increase in investment in training in the last quarter of 2022.
    • 14% reported an increase in investments in plant and equipment.
    • 24% reported an increase in cash flow in the last quarter.

    In combination with this positive upward trend, there is a worrying trend in rising costs. Nothing that we don’t all know already, but never-the-less:

    • 70% reported an increase in their fuel costs last quarter.
    • 79% reported an increase in energy costs last quarter.

    Business confidence which is perhaps one of the most important markers was also showing an upward trend. An important point here is that the field work for this survey was conducted before the Chancellor’s Autumn Statement on 19 November 2022 and before the recent industrial unrest.

    • 28% expect their profitability to improve over the coming 12 months.
    • 37% expect their turnover to improve over the next 12 months.
    • 21% expect London’s economy to improve in the next 12 months.
    • 22% expect the UK’s economy to improve in the next 12 months.

    Positivity is half the battle, if we start the new year feeling positive and upbeat there is a strong likelihood that we will manifest more of the same. Remember the Law of Attraction that states, “Like attracts like.”  This means, on a daily basis, putting into the ether, our environment and lives, positive thoughts, actions and ideas in order to get back more of the same. Following are some tips and actions to take to start manifesting positivity and abundance in your personal and business lives, in no order of importance:

    1. Be grateful for the small things. Many small things add up to create larger things.
    2. Find others, your colleagues, team members, your boss, family and neighbours doing things right. Give them positive feedback on the spot to encourage more of the same.
    3. Be thankful for the abundance in your life – friends, family, clients, colleagues, partners, food, travel, nature etc
    4. Regard challenges in a positive way. Think about why you are facing this challenge and what it is trying to teach you. Experiences are the best teacher.
    5. Don’t take life too seriously – keep your sense of humour.  Life looks so different when you can laugh with yourself and with others.
    6. Feed your brain as well as your body. If you eat *dead foods you lessen your energy, ability to focus and concentrate, ultimately your mental and physical output.
    7. Nourish your mind, body and soul. Take regular downtime to switch off, tune in to yourself and your environment in order to nourish the soul.
    8. Let go of negative emotions in an appropriate manner. Harbouring negativity is detrimental to mental and physical health.
    9. Do something every day, even if only for 10 minutes that brings you joy and fills your heart, making you smile.
    10. As in the film with Julie Roberts “Eat, pray, love.”  (A film based on a memoir of the American journalist Elizabeth Gilbert.) Enjoy your food, give gratitude and love life by taking in every moment in a fully conscious state.

    Wishing you all a healthy, happy, abundant and beautiful 2023.

     

    *Dead foods – all processed and fast foods, simple carbohydrates – bread, cakes, pasta, sugar-laden foods.

  • Nurturing Leadership – The New Norm?

    COVID19 has replaced Brexit as the trigger for urgent and critical business change. Organizations have become decentralised as teams and individuals are made to work remotely from home. Or they are temporarily disbanded where staff are furloughed. Most companies will have now completed all the actions necessary to decrease costs, meet the government directive to “stay home” and put contingency plans in place with the view to still being in business at the end of this pandemic. If ever there was a time for leaders to be nurturing, both of themselves and others, it is now.

    WHAT ARE POTENTIAL IMPACTS OF THESE CHANGES ON INDIVIDUALS?

    We know through our experience in performance management that one of the key motivators for being employed to work in a company as opposed to working from home alone is the fact you get to mix with others on a daily basis. The opportunity to talk something through with a colleague over a coffee, the metaphoric and perhaps literal shoulder to cry on when going through a tough time personally or professionally, and not to forget the morale boosting office “banter”. Unless you are a key worker on the front-line of the coronavirus crisis, you will be cut off from all this now.

    The issues facing key workers are different and will not be addressed here.

    POTENTIAL IMPACTS OF ENFORCED HOMEWORKING MIGHT INCLUDE:

    • Lack of motivation as social and face-to-face physical contact has disappeared overnight. 
    • Difficulty balancing time effectively as the working day is no longer segregated from family responsibilities. Not to mention the fact parents have the extra responsibility of educating and entertaining their children. Children who may well act up as a result of the highly irregular circumstances that they find themselves in. As well as the need to prepare meals, and generally keep the house going. No matter the motivation and dedication, it is likely that productivity will suffer.
    • Mental and physical exhaustion as individuals try to play super mums and dads to cope with extended duties such as being home educators, as well as shopping for and checking in with vulnerable family members and elderly members of the community. All the while they are trying to be productive so they can earn the salary that keeps the ship afloat.
    • Worry and anxiety about where is the money going to come from to meet financial obligations and therefore obsessing over the question; “How are we going to manage?”
    • Dealing with the impact and fear of keeping well especially if there are people dependant on you.
    • Living a relentless cycle with little or no respite and “down-time” as everyone “stays home”, and the challenge this brings of trying to stay healthy and keep everyone else healthy.

    HOW DOES LEADERSHIP NEED TO CHANGE?

    In asking this question, it is easy to forget that those designated as leaders also have personal issues and are impacted by the changes to their home environment work set up. Therefore, it is paramount that the time spent on leading is quality time, relaying supportive, inspiring and nurturing messages to all team members that show genuine interest, empathy and understanding.

    Nurturing leadership is going to become the new norm as organisations realise that in order to navigate this crisis successfully, the priority is going to be people. Tailoring your approach to each team member relative to where they are at, as opposed to achieving short-term goals and driving profitability using a one-size-fits-all approach.

    How do you nurture your team in times of crisis?WHAT DOES NURTURING LEADERSHIP LOOK LIKE?

    When nurturing something or someone “we care for it whilst it is growing and developing” (www.Cambridgedictionary.com). Translating this into how leaders are to respond, they should take care of the individual and the business as a whole: each employee that a particular leader is responsible for needs to be supported in helping them find the new norm, encouraged to be kind to themselves and not beat themselves up when missing deadlines, forgetting reports and finding the new ways of using technology a challenge. Me included in this last point!

    A nurturing leader will be able to listen empathetically, listen without the need to “fix” the current situation for their employee, enabling the individual to find their own solutions that work for them and their individual circumstances. Giving them the encouragement to keep trying and to make that breakthrough on something that may on the surface look incredibly simple, and perhaps would ordinarily be so, but in fact is extremely challenging in their new daily environment.

    We know that challenge presents an opportunity for growth. The importance for every leader to create the right environment to allow for growth and development through trial and error is essential to show support, inspire to keep trying and to succeed, whilst at the same time providing a safety net should it be needed.

    A nurturing leader will be tuning into his or her sixth sense of intuition and feeling, to “see” when one of their team is struggling, and to use gentle coaching questions to encourage the sharing of frustrations, venting of anger and disappointments.  At the end, finding empathetic and inspiring words to show respect, kindness and warmth that willingly drives the person to keep searching until they eventually find the model, of the new norm that works for them in their current reality.

    Just as importantly, each leader needs to protect his or her inner emotional and spiritual self through leading by example showing that nurturing is vital and to also take the necessary time to nurture themselves.

    Under present day circumstances, I believe there is no space for the hard-nosed focus to drive profitability, as this will likely push well-intentioned and loyal employees who are desperately trying to be productive right now, away from organisations when the tide turns. It is a time for being. A human being, not a human doing!

    Green Key Personal Development – Nurturing People, Nurturing Business, Growing Potential through these challenging times.

     

    To learn how we can help you and your organisation, email Rachel directly at rachel@greenkeypersonaldevelopment.com

     

    Rachel ShackletonRachel Shackleton is an entrepreneur who owns and manages Green Key Personal Development and Green Key Health. Working with local and multinational organisations, she is a public speaker and trainer in the spheres of leadership, communication and customer excellence. She ensures sustainable productivity and profitability through healthy self-management and leadership practices, ensuring a focused and successful workforce.

  • Olympians and Leadership Lessons

    Sports and leadership have so much in common, as do leadership and sports?

    Kirsti Yamaguchi could not have put the point across more succinctly.  To be successful in any sports, whether on ice, on snow, in water, on a track or field, focus is required to keep your goal in mind, and in vision at all times.  Sport is a passion as is effective leadership.  The “why” in Why I do this?

    Setting clear and measurable goals is essential for individual sports men and women as well as for teams.  Is this different for any leader?  He or she needs to know and be passionate about the goal and be able to inspire others to share that same passion.

    In sport and in leadership, there are times when discipline and hard work are essential to produce that extra bit more, that bit you didn’t think was possible when the odds appear against you.  Does this happen in business sometimes? Perhaps external or internal circumstances change, putting pressure on how to achieve the goal under changing circumstances, as well as on the leader to find the way to inspire the team to produce synergy to achieve what appears to be the unachievable.  To avoid giving up by finding that bit extra.

    As Mark Phelps, the Olympic Swimmer once said “Goals should never be easy, they should force you to work, even if they are uncomfortable at the time.” Setting clear and “smart” goals is essential to creating that sense of challenge and focus that we all work towards and celebrate once achieved.

    Celebration and sharing the glory of goals achieved with a team is a genuine opportunity to provide positive feedback on performance, it is a genuine opportunity to support and encourage during the process and an essential characteristic of an inspirational leader.

    Successful sports people, and effective leaders, whether male or female share the importance of self leadership.  Respecting oneself through honouring mind, body and spirit, Eating responsibly to ensure the body and mind are nourished and ready for challenge.  Ever considered if fast foods, snacks, caffeine, energy drinks and processed foods are up to the job?

    Sportsmen and women naturally exercise to train their body.  No Olympian ever succeeded without training both the body and mind to rise to the physical and mental challenge of competing. Do leaders have a duty to themselves firstly and to their followers and company secondly to maintain a healthy level of physical as well as mental stamina?

    The last part of the equation shared by sports people and leaders is adequate sleep to keep the mind and body alert to make those last second and important decisions that make all the difference to performance.

  • Ryanair – a fine leadership cock-up

    The purpose of my blog is not to run Ryanair into the ground, though I am sure there are a number of people out there who would willingly do that.  Anyway time will tell?  As my mum always said “All good things come to he who waits!”

    I was listening to a well-known radio station a couple of weeks ago when the Ryanair situation was first breaking news.  Various listeners were sharing their experiences and tales of difficulty.  At that point the reason for this situation, according to Ryanair was “incorrect scheduling of pilot holidays”.  Extraordinary?  I am sure that Ryanair has hundreds of pilots.  Could poor scheduling really be the cause of such disruption?  As this point was being discussed, the wife of one of the pilots called in to share her understanding of the situation:  “This is not about poor scheduling, she said, it is about how pilots are treated by Michael O’Leary, who she said has no respect for them or the work they do.”  My leadership bells were already ringing.  According to Justin Bachman and Carol Matlack in their article “The Creative Hiring Habits of Ryanair and Norwegian Air Shuttle” (Bloomberg, February 12, 2015) both Ryanair and Norwegian have found ways to minimize the legal aspects and taxes on pilot contracts in favour of company profitability.   I don’t think there is a company out there who does not look for creative ways to minimise costs and maximize profits.

    What is the cost for Ryanair of this situation?

    The evidence of poor leadership in this situation keeps showing its face – why is the CAA (Civil Aviation Authority) regulating body reacting so if the leadership is transparent, fair, and above all with integrity.  Not only it appears is the leadership of employees under question, but so too is the honesty and integrity with which Ryanair is communicating with their customers, who also appear to have been cheated.

    Mr Haines, Chief Executive (CAA) told the BBC news (28 September 2017) “that he very much doubted the dispute would get as far as the courts, but added it was “unacceptable” that Ryanair was disregarding the law and customers’ rights.”

    Don’t get me wrong doing the right thing and leading from the front with courage, integrity and transparency both with employees and customers is not always the easy route.  Trying to fool the customer over their legal rights was an act that perhaps Mr O’Leary and his senior management were hoping would make the whole thing die down through showing reassurance to customers that they are being taken care of and that Ryanair will do the “right thing”. This has not worked, in fact it seems to have added fuel to the fire.  Perhaps the fire is going to get bigger, as customers are so riled to the point that it makes them claim every last penny that is their legal right!

    In most situations where there is need for courageous and exemplary leadership, there is time for discussion with key members of the management team to formulate the message and to get it out there to change the course of the situation or even halt it before the fire takes hold.  However, if that’s not in your list of values, as a leader, nothing that happens is going to make you change your colours.

    Leading others, from my point of view is a privilege.  At times it can be difficult, demanding, even frightening sometimes, as well as exhilarating and joyous.  In each situation core values are what provide stability to make the right decision, that clear direction to stand up and say “I made a cock-up, and I am sorry and I will do everything I can to rectify this quickly, with openness and above all with honesty and integrity.”

    Leadership is not just about how we use our head in making strategic decisions to increase competitiveness and profitability, it is also about using our heart to understand our team members, as well as customers and to balance our “head” thinking and decisions with some human emotion from the heart.

  • How Can You Lead Others If You Are Running On Empty?

    How many business leaders do you know who miss lunch breaks, work at the weekends, work well into the evenings and have vacation days stacking up? Or is this you?

    If it is you, you are probably well aware of what you are doing, and have perhaps made some New Year resolutions for yourself to address the number of hours you work, the extra pounds you have put on or the lack of time you are spending with family and or friends.

    How can you lead others if you are running on empty?As leaders we have an obligation and responsibility to our team members and to ourselves to ensure both you and they are fully charged, leading a balanced life that in turn quickly translates to productivity and ultimately profitability for the company and its many stakeholders.  Why is it that leaders so often miss applying these guidelines to themselves, to their health and wellbeing and to achieving a healthy balance in life between work, career and personal lives?

    It is understandable to feel overloaded when there are meetings to attend, reports to write, customers to call and teams to look after, but when we try to carry an unsustainable workload two things happen.

    Firstly, we are denying the fact that the system is flawed if it requires a ridiculously large workload.

    Secondly, we are giving our team members a message, loud and clear that it’s OK to neglect ourselves, our physical and mental health as well as our family and friends under the umbrella of work expectations.

    Unless we lead by example, we are serving no one.

    As with every other aspect of leadership, wellbeing, organisation values and culture must start from the top of an organisation. If this is not demonstrated by the leaders it becomes harder for personnel to believe it’s the right thing to do.

    FILL YOURSELF UP FIRST

    One of Fresh Air Fridays core wellbeing principles is to “fill yourself up first”.

    Two simple metaphors describe this well:

    1. On a plane, in case of an emergency, the crew always tell you to put your own oxygen mask on first, making sure you take care of yourself before you try to help others.
    2. The common saying, “you can’t pour from an empty pot” describes the same idea that you need to see to your own needs to enable you to care for others.

    Both things are proved true when it comes to wellbeing. If we believe that we must consistently and continuously do for others without resourcing ourselves, the likelihood is that at some point something will give. Whether the result is mental burnout, physical ill health or some other crisis.

    AS LEADERS WHAT CAN WE DO?

    The first step is awareness, and this needs some consideration. Regularly taking time to listen to and understand what your needs are, is important. This can become more difficult when it gets hidden in the morass of work, that we end up feeling overwhelmed and therefore don’t hear the messages.  Taking a moment, to have a short walk to clear the head, is something that Fresh Air Fridays would recommend.   However, short bursts of time can also be found in those forced moments, which invariably find us being irritated and frustrated, such as sitting in a traffic jam, waiting for the traffic lights to change or any other situation that’s presents a few minutes to ask yourself: “What would looking after me look like?  What would filling me up involve?”

    If you have no idea, just notice you have no idea. If something unexpected comes up, don’t react, just take a minute to consider it. Over the course of a few days or weeks keep gently asking yourself this question – your subconscious will be working on it anyway without much conscious effort from you. When you come up with some ideas, make it a priority to try some out. Schedule time in your calendar to make sure it happens.

    With all leadership skills and practices, this is not a one hit wonder.  You have to keep making time to listen and to feel at what level your petrol gauge is at and to avert circumstances when you are running on reserve tank.

    Wherever this exploration takes you, remember that the people around you, your teams, your colleagues, your family, and friends, are much more likely to take notice of what you do, rather than what you say. Therefore, if you want to create wellbeing in your workplace, you need to start with you.  With the start of 2020, a new year and a new decade, now is the time to make a fresh start in a manner that you mean to go on.

    Wishing you a healthy and prosperous New Year. 

     

    To learn how we can help you and your organisation, email Rachel directly at rachel@greenkeypersonaldevelopment.com

     

    References:

    Fresh Air Fridays www.freshairfridays.co.uk (Saranne Postans) 

     

    Rachel ShackletonRachel Shackleton is an entrepreneur who owns and manages Green Key Personal Development and Green Key Health. Working with local and multinational organisations, she is a public speaker and trainer in the spheres of leadership, communication and customer excellence. She ensures sustainable productivity and profitability through healthy self-management and leadership practices, ensuring a focused and successful workforce.

  • How compatible is your company motto with decisions that affect customer loyalty?

    Continuing the airline theme by taking a look at our own national airline in terms of the company motto and how poor decisions within the organisation affect customer loyalty.  As seen on the Ba.com website:

    “At British Airways our promise of ‘To Fly. To Serve’ embodies who we are and what we do. We want to ensure our promise extends beyond our everyday operation and that our commitment is one that lasts. To do that we have one overarching goal: Responsible Flying.”

    Taking this “promise” of “We fly to serve”, further, I have been flying one route for the last 20 years with BA at least 5-6 times per year, not to mention other flights to other destinations. I believe I have been a fairly loyal customer and I am qualified to comment on how this motto of “Fly to Serve” has changed in service delivery on this particular route, and how that has affected my loyalty.

    Today, on this flight, which is approximately 3.5 hours there have been several changes, all of which have occurred in the last 12-18 months:

    • From being served a hot meal, offered hot and cold drinks there is now no food, no drink or snack unless you want to buy it from the M&S menu.
    • The ticket price has gone up considerably and for the last two flights on this same route, I took another airline. All be it not a direct flight, but the price was more than 50% less!  And I got a meal on one and a sandwich on the other together with a hot or cold drink of my choice.
    • Interest of the cabin crew has decreased considerably.  The last flight I was on the crew served the M&S food to those who wanted it and then sat at the back of the plane and talked loudly to each other for the rest of the flight.  I don’t want to hear what stewardesses do in their spare time with their children, husbands and dogs, or any other thing they want to discuss!
    • If I fly hand luggage only, I either have to pay extra to choose my seat when checking in 24-hours before or sit where my seat is allocated, hence having to listen to the cabin crew discussion!

    Further reflecting on “Fly to Serve”, I am encouraged to earn Avios points thus the more I earn, the more loyalty I am giving to the airline.  Fair enough, and a winner for both parties.   Using my earned points was, I believe, to be a reward to be able to use them on a future flight.  As this is a loyalty programme, why then am I penalized for being loyal?  I recently redeemed some of my Avios points for a long weekend in a European city.  Being only a long weekend, I don’t require much luggage, and therefore flying hand luggage is reasonable.  As usual I check in on line 24-hours before to do just that – check in and print my boarding pass making the whole experience easier for BA and myself as I self-organise for the flight.  To my surprise, using my points, I am again penalised as my option to choose my own seat, unless paying more has been removed.  Thus having to sit in the seat allocated.

    How does an organisation with the motto “We fly to serve” make such decisions that lead to giving with the right hand, which helps earn the airline revenue and loyalty, and then taking it away with the left?  Clearly these two policies are in conflict.  Where are the managers who are supposed to ensure a company provides consistent messages to its customers?  Messages that give the impression that customers are valued and we do care which is reasonable with such a company motto?

    What is the affect of these decisions?    As I have free will and the possibility to choose who I fly with, it is clear that most of us would prefer to fly with an airline that actually values its customers and serves them in the fullest sense of the word.  Where the experience on board is safe, friendly and efficient and the rules for one passenger in the same class are the same as for all passengers, whether travelling hand luggage or with hold baggage.   Most importantly, I am welcomed and rewarded for my loyalty.

    It is a shame that the motto is no longer delivering its promise due to poor managerial decision-making, but I guess we can be thankful that at least the “flying” part is still being delivered!

  • How Are Your Listening Skills?

    How Good Are Your Listening Skills?

    I like to listen.  I have learned a great deal from listening carefully.  Most people never listen.

    Ernest Hemmingway

    In order to manage the ever-increasing workload, our lives are focused to processing as much as possible in the shortest time,.  This is further compounded by social media – Facebook, Twitter, Instagram and the like, all of which demand time, and to which it is easy to become a “slave”.  How are these demands affecting your listening?  Look over the table below and remind yourself of the difference between poor and effective listening.

    Poor v. Effective Listening Behaviour

    The Poor Listener:

    Is distracted by work, other people, interrruptions, noises etc

    Body is oriented away from the speaker 

    Gives no feedback (facial responsiveness, or other appropriate response 

    Ignores speaker’s non verbal communication

    Interrupts and waits to speak 

    Jumps to conclusions – focuses on symptoms and quick fixes

    Takes criticism personally

    Blames others.  Becomes defensive about the organisation or self and is judgemental and punishing when someone complains 

    Blames the organisation.  Takes the side of the person complaining

    Is thrown by stressed-out behaviour of others, and may become stressed-out in turn, Often lacks control of the situation

    Judges others by opinions – prejudices, shuts down listening

    The Effective Listener:

    Focuses on the speaker and what is being said

    Body is oriented towards the speaker 

    Gives feedback and participates appropriately 

    Tunes into the speaker’s non verbal communication

    Occasionally reflects and clarifies.  Allows the other person to finish what they are saying 

    Is patient.  Sees complaints and negative criticism as opportunity for problem solving and learning.  Focuses on underlying causes

    Avoids taking criticism personally 

    Suspends judgement as to who is to “blame”.  Has attitude to focus and find solutions which is seen as being more important than judgement

    Doesn’t blame.  Seeks solutions, is proactive for the future, not seeking revenge for actions in the past

    Realises the other person must have had to “psych up” to make a complaint, and has respect.  Makes allowances for the other person’s behaviour while listening

    Suspends judgement on others – listens to what is being said, not who is saying it

    Listens with head and heart

    Skilled Listeners:

    • Pay attention – focus to the speaker
    • Indicate interest
    • Listen without judgement or prejudice
    • Observe and notice others’ body language and vocal usage
    • Ask questions to expand the other person’s thinking
    • Use the feedback loop to check understanding and show listening