Best Recipes Ever

Blog

  • 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.

  • 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.

  • 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.

  • 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

  • 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.

  • Learning from mistakes – the “oscar faux pas”

    What will the impact of no risk taking be on individual’s and how we learn, on organisations and levels of competitiveness, and on whole countries and nations?  Are we really advocating that we must stay within a known comfort zone?

    It’s one thing messing things up in private, where mistakes can be rectified and nobody notices.  However the news at the beginning of last week after the Oscars was very special.  It was a ‘case example’ of how mistakes are made and the way in which reactions can spread….

    “The winner of the Oscar for the best film goes to ……………….  Oops”

    A certainty in life is that we will all make mistakes, big and small.  We have all been, and will be in, those situations where there is that sinking feeling in the stomach, or throughout our whole body, as we realise a mistake is emerging.

    We live in a culture where mistakes are derided and blown out of proportion.  I admit to laughing a bit at the news of the Oscar prize-winning faux pas, thinking  “What a mess. How is that possible? Probably deserved it, glad that wasn’t me!’.  The mix up at the Oscars resulted in the media leading a somewhat scornful, mocking campaign aimed at those who simply gave the wrong envelope to someone at an awards ceremony.

    Are we in a culture where each one of us is quick to judge others against our own perceived perfection.  Are we in a culture where we can no longer make mistakes?  If we criticise and blame others, how helpful is this?  Does it move the situation forward, help the “accused” learn from their mistake, no it simply causes that person to become down trodden, self critical and de-motivated.  The mistake at the Oscar ceremony was simple human error.  Yes, we can argue that it should not have happened, but it did!  However the overall effect is that we are further drawn into a world where the culture for accepting mistakes, or taking risks, is diminished.

    Many people think that as managers and leaders we are supposed to get everything right.  We are supposed to make all right decisions, answer with the right answer and generally show our knowledge and wisdom.  Is this really so?  I think slightly differently.  Of course, in our positions as managers and leaders we should endeavour to act and behave correctly in each situation, to make those right decisions and to answer our team members with the right answer, but there are times when that is neither realistic nor possible.  Most managers and leaders do not find themselves in life and death situations when having to make decisions, and therefore making a decision becomes far more important than not making a decision, as this holds up operations, processes and team members who are waiting for direction.

    Going down the path after having made that mistake, knowing that we were wrong, it takes courage to admit it, to learn from it and to move on.  Without the courage to take decisions and to take risk we are limiting ourselves and those around us.  We limit our own learning, the learning of others and the excitement of seeing what happens when we take that risk.  Most importantly we spend more time in accusation, blame and protection of what gives us the most for the least effort and keeps us in our comfort zone.

  • Leadership – service provider or security pre flight specialist?

    I recently had the displeasure of being subjected to the pre flight security at Terminal 5.  On the best occasions this is not fun, but a necessity.  On average I travel through an airport approximately every six weeks.  Not a lot some might say?  Irrelevant of how you perceive the frequency, this last experience got me thinking about the role of personnel responsible for pre flight security screening.

    The experience was probably the worst experience of security in this particular airport for a good 2-3 years.  I followed the winding line to the point where instead of watching others, I got to put my hand luggage, coat etc in trays to put it through the scanner, before walking through yourself.  As usual there were two lines of x-ray machines for one line of people.  Well planned and thought through.   However, one line of machines was not working for some unapparent reason.  There was no explanation as to why, it just was not, and all the personnel stood around ignoring passengers as best they could.

    Finally it was my turn to put my things into the tray, surprise no trays!  On asking one of the “unengaged” security specialists from the other line for more trays, I was told “ask him over there” and the specialist concerned went back to her conversation.  In addition, the person checking that your belongings were placed correctly was non communicative.  This job would probably have been done better by a robot?

    On the other side, after the X-ray, people were collecting their belongings and blocking the process as trays backed up with no space for new trays to come through, thus halting the active line.  Did anyone from security even try to encourage people to take their belongings and “re-assemble” themselves in the place dedicated for this where there are places to sit?  And yet, in front of this x-ray line was a desk with not one, but three supervisors enjoying early morning conversation.

    After this 25-minute experience, of course I hit the red button, the one with the dissatisfied face.  Not only that, I took the time to fill in a feedback form and post it in the box provided.  I wait with baited breath for a response.

    As a result of this experience, the question swimming in my head was, “What is the role of a security specialist whose reason for having a job is to screen people and their belongings to ensure we are all safe?   For the safety aspect, I am grateful.  Asking the same question about a barista in Pret a Manger, or sales assistant in Pink or any other clothes shop, the answer is clearly to sell clothes, muffins, sandwiches, coffee etc.  If that sales assistant, or that barista, were to sell their merchandise in the same way that the security team did, surely we would all go somewhere else?  The fact of the matter is we cannot go somewhere else when it comes to pre-screening security.

    In reality, every security specialist’s job is to take care of passengers and provide a service that is paid for indirectly through airport taxes.  Thinking about their role from the customer perspective, puts a completely different slant on the role and how that person and the teams fulfill that role.  Every person that travels through is a customer, many of whom are leaving the UK after a visit to enjoy our culture, sights, events and so on.  Is my experience the last impression we want to give about our country?

    Selling a muffin, coffee or salad with no attention to the customer does not change the quality of the product, but it does change the customer experience.  Perhaps its time our security change their perspective on what they do, giving everyone a positive experience?

  • Leadership – Living Your Truth

    “No magic bullet, not even the Internet, can save us from population explosion, deforestations, climate disruption, poison by pollution, and wholesale extinctions of plant and animal species.  We are going to have to want different things, seek different pleasures, pursue different goals than those that have been driving us and our global economy.”  Joanna Macy

    There are many definitions of leadership and what or who makes a good leader.  I personally have been training high potentials and business leaders for many years. It takes COVID19 to make me stop and think about the question: What is leadership?

    Leadership is defined in terms of goals, the purpose and the context in which leaders are placed. For example a leader of a country, whether Boris Johnson, Donald Trump or President Putin are all tasked with the same role and goals, in comparison to an army general leading his men into war, the goals and context are vastly different, thus affecting the definition of leadership, and the extension of that – the characteristics of a good leader.

    Perhaps the one common aspect or definition is that leaders inspire and influence others to want to do things. Leaders defined in this way are in every nation and every society. In most cases they are highly visible and have an effect on many aspects of our lives including how we think, how we act, our product choices, lifestyle, values and for whom we vote.  A case in point in the run up to the election in the USA.

    Looking around the world we see leaders who serve the common good, speaking their truth, and we see leaders who believe their position allows them to embezzle, manipulate, corrupt and steal from those they lead through mistruths, subtle or open lies and actions of blatant personal gain.

    It is seldom, in the list of characteristics of a good leader that we see values, words and statements that are reflected in their true behaviour such as speaking their truth, commitment to the common good, to world and planet sustainability, the importance of taking a long term view and decisions that impact not only the short term, but long term as well.

    WHAT IS LONG TERM IN AN ORGANISATION? 

    The answer probably depends on the type of business you are in, the country in which you are operating and the goals of the business.  I remember in my early days of working in the hotel industry at the London Hilton, where every 2-3 years the General Manager would be replaced, the outgoing person moving on to greater things and the incoming on the same trajectory.  What did this mean?  It meant that every GM wanted to leave his or her impact on the profitability of the operation.  You might say, that is natural and that it should be that way.  My view is slightly different, especially when profitability affecting the employees who work so hard to give the “promised” service to each and every guest are left with insufficient tools to do the job, uniforms that need replacing and no longer give pride to the neglected employee who is wearing it.  Who wins here?  The GM who is promoted onwards?  Such short-sighted decisions take time to show the true impact on morale, reputation, performance and turnover.  Long gone are those that were instrumental in this demise.

    Leadership - living your truthAre governments any different?  Clearly not. We can see in the UK how a change of party spends a great deal of time, taxpayer’s money and effort to undo policies, decisions and actions that the previous government put in place.  Why do we allow this?  Long term needs to be no less than 30 years and Is it not about time that leaders live their truth, lead by example, and invest in personal growth?preferably 50+ years to develop sustainability, policies that actually come to fruition to positively impact generations of people, the immediate environment, nature as well as the whole planet in which we all share and live.  At the moment, enjoyment of this planet depends on which side of the exploitation you are!  For example, exploitation of the rain forests, an essential part of the world ecosystem being raped to replace it with a short-term crop of soya which is grown to feed cattle to eventually end up on someone’s plate.  Is this effective leadership?

    How many leaders do you know who invest in their personal development, their true nature – the inner consciousness and knowing that comes with connecting to oneself and the inner knowledge that is shared through connection with all other sentient beings?  The true reality of the self can only be revealed through self-exploration that is beyond logic, information and skills we have gathered along the way, it is about being.  Being comfortable with who you are, being comfortable with the truth, without ego and science.  This is the intuitive self and is a person who is in touch with their soul and their true purpose in this life.

    The Dalai Lama in his acceptance speech for the Nobel Peace Prize said “Because we all share this small planet Earth, we have to learn to live in harmony and peace with each other and with nature.  That is not just a dream, but a necessity.”

    Is it not time for leaders within governments and organisations to evaluate their honesty motives and actions to understand whether they are in accord with harmony and peace, with nature, each other and themselves?

    This time of COVID19 seems to be inviting our leaders and each one of us to question our ideas and beliefs, our habits and actions that are neither serving us as individuals, the organisations in which we work, our nations and countries, and Mother Earth.  It is a time to connect to our hearts, our inner wisdom, which we all have, and create inner peace and world peace, joy and happiness through true connection, nurturing and compassionate leadership that manifests joy, values-based leadership and unconditional love for all those you lead.  These characteristics do not take away from having to make difficult decisions such as redundancies of hard-working people, but simply how we go about doing this.  Nor does it negatively influence the profitability of organisations. It might take longer to show this profitability, but in the long term it will be sustainable and more.  Once again Nelson Mandela springs to mind with his gentle, compassionate ability to positively influence even his captors and enemies through living his truth and in doing so, showing others the way.

    How long is it going to be before each and every one of us changes, stops paying lip service to ideals such as sustainability, wellbeing and leadership and actually lead by example through living these qualities, characteristics and ideals?

    This blog was inspired by Robert Rabin and the book he wrote in 1998, Invisible Leadership, and the person who recommended I read it – Owen Bailey.  To both I am extremely grateful as it has helped me order the outer expression of my inner self. 

     

    To find out more about how Green Key can help you and your leadership journey, contact Rachel directly.

     

    Rachel ShackletonRachel Shackleton, Founder of Green Key Personal Development and Green Key Health is a leadership trainer, medical herbalist and naturopath specializing in corporate health through face-to-face, on-line and e-learning development solutions.

  • Leadership – Can You Stomach It?

    “As with stomachs, we should pity minds that do not eat.”

    ― Victor Hugo, Les Misérables

    It is my gut feeling that this is the right time to address the topic of digestion, the stomach and the gut and how they relate to leadership.

    The saying in the English language “I can’t stomach it”, can refer to several things:  It can mean that you cannot eat a particular thing because of the texture, flavour, consistency, taste or smell which you find revolting, and consequently “cannot stomach”.

    It can also refer to a person “I can’t stomach him or her.”  Meaning that you cannot bear to be around a particular person. This might also refer to an activity, TV programme, event or food that the person using the phrase has experience of and which leads to such a violent response such as “I cannot stomach that programme.” Or I can’t stomach eating x.” 

    WATCH MY VIDEO HERE:

     

     

    WHERE DID THIS SAYING COME FROM?

    Leadership and digestionAfter extensive search in Google, I have sadly been unable to find the origin of this descriptive and physically felt phrase.  What I mean by this is that you can feel the reaction that your stomach might have to a particular person, issue, activity or foodWhere does the expression, “I can’t stomach him/her” come from? How linked are our emotions and digestion? when you put yourself in through thought only into that situation.

    The digestive system is highly intelligent and if we put something into our mouths that is going to cause a major physical reaction, the system already starts to reject it through reflux and vomiting before it has gone too far, limiting any physical damage.  This leads on nicely to the following saying that is also stomach or gut related:

    “WHY DO I BRING THIS UP?”

    Another saying related to the digestive system.  Usually when we use this term it is pre-empted with something like “I am sorry for bringing this up.”  Or “I would like to bring x up as it is……….”   We try to compensate or balance the potential emotional reaction we think the topic in question is going to stir up in terms of thoughts and emotions that have been hidden, buried or pushed aside in the hope that they might go away.   Lacking the courage or resilience to deal with a particular issue, leads us to “hide” it in order to avoid any scrutiny, not to mention “out of sight, out of mind”.  Perhaps the subject is taboo for some reason or buried as those involved do not want to deal with the consequences or reactions of raising the topic with all relevant parties.

    As managers and leaders it is important that we are able to address situations and people related issues that we find very difficult, perhaps because of those involved, fear of the consequences when “bringing it up” or maybe even the fear of rejection.  The stomach is the part of our anatomy that “digests new ideas and experiences that we have.”  It processes all issues connected with the mind and the emotions – personal power and sense of self.  When there are stomach problems, if we are in touch with our own intuition and feelings it usually means that we don’t know how to assimilate the new experience – we are afraid.  “What or who can’t you stomach?”

    THE PRINCIPLES OF LEADERSHIP

    One of the key principles of leadership is the courage to do and say what needs to be said through open, direct and clear communication to address issues that have been pushed under the carpet, and consequently those involved are not willing to deal with or alternatively hope the situation is not common knowledge.  It is not relevant whether we like a person or not.  It is about knowing the vision of why we exist as a team, department and company as well as knowing and living the values that guide decisions and actions.  Therefore, when for some reason a team member/s have deviated and is/are now under-performing, that we have the courage to follow our gut and address the situation and person/s openly.

    Constructive, open, fair, balanced and clear communication is necessary to help others firstly to recognise that their performance is suffering, to understand why it is below requirements, and then to find their own solution to rectify it.  This openness might be a “hard pill to swallow”.  Knowing the truth can sometimes hurt, however it is the truth that once swallowed leads to personal growth and development, not only of the employee, but the leader also.

    Interestingly, the throat centre (chakra) processes all issues of communication and expression, as well as trust, truth and true expression of who we are, our authenticity.  The throat connected to the mouth and feeding into the stomach is part of the digestive system.

    Knowing this fact as a leader can be useful to remind us that given the correct “food”, cooked in the correct manner might be difficult for the other person to accept, but when they do it leads to learning for all involved through open expression, one of the most important aspects of dynamic leadership.

    In conclusion, our digestion has a lot to do with effective leadership, not weakening a message, but structuring it in a way that makes it an acceptable “pill to swallow”, thus leading to a positive change in performance.   It is my gut feeling that by bringing up this parallel between the digestive system and leadership, even though for some it might raise issues that are difficult to overcome or to stomach, can only result in a healthy digestive system, working environment, and relationships.

    Bon appetite!

     

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

     

    References:  You Can Heal Your Life,  Louise L. Hay

    Spiritual Healing, Jack Angelo

     

    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.

  • Leaders are Like Gardeners

    We think about and refer to leaders in many ways – good, bad, poor indifferent, charismatic, dynamic, legendary, but have you ever thought that leaders are like gardeners? Let me explain.

    What or who is a gardener – someone who prepares the earth, plants seeds, nurtures those seeds as they grow to become young tender seedlings and later fully grown plants that bear fruit, whether berries, kale, courgettes, apples, pears or flowers. The goal is always to create the right environment to help the plant, whatever it is, grow and flourish. Plants like people are individual and some will bear fruit, some will have an off year, because the environment is not right, while others will simply keep on growing and producing so long as the environment is right and they have plenty of food. You can probably now see where I am going with this and why we can refer to leaders as gardeners.

    As with gardeners there are good ones and not so good ones. Leaders are no different.

    An effective leader will create the right environment for each person to grow and flourish being mindful that the overall environment is the same for everyone whether experienced or inexperienced. Into that environment they plant the seeds, nurture them, again being mindful that some need more nurturing in order to help them establish themselves within the environment and to grow. Nurturing with compassion, care and attention, support and direction that is just right for each person. As a gardener you would not put fresh horse manure on your roses, why? It is too strong and would kill the plant. On the contrary, put on to a more hardy plant such as an apple tree that manure would probably be perfect. I’m not suggesting for one minute that horse manure is a good way of helping employees grow, but what I am suggesting is that people are different and need an approach that is suitable and brings out the best in them. Leaders need to understand that each employee requires an individual approach to become established and then with the correct nurturing are able to flourish and grow.

    When flowers start to open and blossom, the gardener probably stands back and admires his or her work, remaining attentive to any changes in the plant or the environment and reacting appropriately to that. When winter comes, protecting the plant is a priority to help it survive? Is this not the same for people? Sometimes winter appears in the form of curve balls that life throws at us causing us to temporally lose our way. An effective leader, because they care, will notice the change and provide the support and guidance to that employee helping them weather the cold, a time when they are at their most vulnerable.

    Gardeners know that the roots, make the fruits and if not spending enough time and appropriate effort into establishing those roots, the plant will not survive. It is the same with leadership. Expecting a new member of the team to thrive from the first day, without appropriate “planting”, even if an experienced person is farcical. Just think back to your first day in a different organisation. How comfortable were you? Did you end the first day feeling nervous, but positive that you had made the right choice of company, or did your heart sink with dread because you realised that you had made a grave mistake and that this was not what you expected. Had you known you would not have taken the job?

    The first three months of any new job is difficult for most of us as we try to find our way around the building, the people and who does what, the job itself and the challenges that this creates as well as finding someone who could be a “good” person to get to know. At this time the role of any leader is to ensure this seed, the employee is planted in fertile soil and that he/she will grow to be strong and healthy.

    It is estimated that loss of new recruits within the first three months of employment in UK companies is approximately 5%. Can you imagine as a gardener losing 5% of your crop, garden or allotment during the planting and establishing period? Losing people is much more costly in recruitment costs, training costs (if there was any), hours spent on administration to onboard each person etc.

    Is it time that your leaders become gardeners and put all their focus into creating the right environment, a fertile ground, tending each seed carefully while they establish and grow stronger and then providing the right nourishment to watch each seed grow into a strong plant that flourishes and bears fruit. That “fruit” being consistency, productivity, achievement of goals and ultimately profitability.

    According to a CIPD report, “A good retention rate range is 90 percent or higher. Industries with the highest retention rates include government, finance, insurance, and education, while the lowest rates can be seen in the hotel, retail, and food industries.” This would include the first three months of employment. In reality the churn rate according to a CIPD report is approximately 35%. This cannot solely be blamed on poor leadership, nevertheless leaders and managers have a huge influence on how long someone stays in their job. Below is the breakdown from a recent study conducted by the CIPD on churn rates in 2022. As seen here the first three months is critical, even extending up to six months with the potential of losing 10.5% of newly recruited talent within the first six months.

    https://community.cipd.co.uk/cipd-blogs/b/cipd_voice_on/posts/why-staff-turnover-data-matters

    What gardener would be happy with the loss of 10.5% of the potential crop at the 3-6 month point? Probably no gardener, not only because of losing the crop, but because unless you are planting and growing in a greenhouse, in the UK you have to wait another six months before being able to plant again, losing the crop for that year. A question springs to mind – How long does it take to recruit a new person into the now vacant position?

    The answer lies in the position you are recruiting for, the level of skill needed and how abundant these skills and talents are in the marketplace. Surely it is common sense to encourage your leaders to be gardeners so that the loss of new talent joining your organisation is minimal.

    For more information on Leadership training with Green Key Personal Development, book a call here.