Attitude and Mindset Articles

Article Overview:
Mark Moore gives his list of 17 ideas that will help managers develop their skills. Short, sharp and to the point - this is a really useful document that will get your manager's thinking and encourage discussion.

Opening Words:
1. Understand how the Mind Works.
Learn to use your brain purposefully to enhance focus, concentration, motivation, drive, memory, learning, and communication.

2. Learn how to Read More Intelligently and Faster.
Learn speed reading, strategic or 'range reading' techniques to enable you to handle incoming emails, reports, articles, and letters faster and more effectively. Invest the time to learn, and it will pay off considerably over your career.

3. Learn how to Focus Your Attention on what's Important.
Where you focus your attention will determine what you get done in your working day. Learn the psychology of effectiveness, not just 'time management' tools and techniques. Focus on your goals, and move boldly towards them.

Useful Reading For:
All managers.

Article Overview:
In this article, Simon North and Penny Gundry take a look at resilience to define what it is and identify how we can increase our resilience to enable us to learn, adapt and to move forwards given any situation.

Opening Words:
We should ask two questions about resilience. Firstly, what is it? In most dictionaries, it is defined as the power to revert to original form after compressions. Secondly, is there really something to consider in this resilience issue? In the context of careers, there most certainly is.

In the UK, a PWC report for 2011 estimated that absenteeism cost to the economy was £32 billion. A similar cost was A$30Bn in Australia. Figures for the costs of absenteeism, insurance, costs of cover and lost productivity are huge in the US. In terms of days absent in the past three years, the figure in the UK is 6.5 days per employee a year and in Canada was 7.7 days.

Useful Reading For:
Everyone.

Article Overview:
This is a great new article from Mandy Green of the Matchett Group that looks at some of the unique challenges of the training role. Mandy offers some clear advice and tips for managing the more stressful aspects of the job. A must-read for all trainers!

Opening Words:
A trainer’s life is not always a happy one, as one of our colleagues found when, after a very long journey, he arrived at a hotel in Siberia in the early hours of the morning to give a training course the next day. The taxi had driven away, the hotel staff denied all knowledge of his room reservation or the training course, then proceeded to rip him off by over-charging for the booking that he had to make with his own credit card.

Other worst-case scenarios include: arriving at the venue to find the course materials have not turned up; arriving at the venue, only to be told that the venue has been changed; there’s also ‘the show must go on’ syndrome, when, despite feeling at death’s door, you still run the course; and finally, and not least, when there are tears, tantrums and aggression - from delegates: (this can occur in soft skills courses, where some fairly tender areas can be probed) which you have to deal with professionally. Being hurtled around from airports to train stations, dealing with cancelled flights and trains, or spending long hours driving, are also par for the course in a trainer’s life.

Useful Reading For:
A must-read for all trainers.

About this Article:
In this article, Bill Lucas argues that smart people care about who they hang out with. He points to evidence that suggests that the main indicator of children's success in school is not their teacher or their class group but the peer group they chose to spend time in the lunch queues with.

Opening Words:
What are your colleagues like? Do you work among friends? Do you get on well with your boss? Do you number “enemies” among those you work with? How many times have you wondered whether you could wave a magic wand and make certain people vanish from your life?!

At first sight you might appear to have little choice about who you work with. You are given a manager and you have to work in certain teams over which you have little control. But stop and think for a moment. Is this really the case? While you have to work with a few people, are there not many opportunities for choosing your colleagues? Smart people care about who they hang out with, although possibly not along the lines of Wilde’s whims. (I read an interesting example of this truth recently. It described research into children’s achievements levels at school. It turns out that the main indicator of their likely success is not their teacher or their class group but the peer group they chose to spend time in the lunch queues with!)

Useful Reading For:
Everyone.

Article Overview:
This article from Mike Bagshaw, considers the changing business culture. He argues that the paternalistic approach has gone, replaced by a sibling stage in organisational development - a sort of half-way house to full alignment between individual and organisation needs.

Opening Words:
The sibling organisation is a stage in the development of organisations following the uncertainty created by downsizing and restructuring. People feel the need to invest in self-preservation, perhaps at the expense of collaborative effort, risk-taking and shared learning. Organisational defensive routines limit growth and creativity. Morale is depressed, job satisfaction is reduced and performance goes down. To counter this post-change depressive effect, a new contract of mutual investment and respect needs to be created between the employee and the organisation. A coaching style of management combined with independent mentoring support can provide the vehicle for a climate of two stranded development where both the needs of the individual and the needs of the organisation are aligned.

The concept of the sibling organisation is a new one. It's a stage of evolution in business ethos, and it seems to me it's the stage we're at now. We have moved past the old paternalistic ethos, where we were looked after in exchange for loyalty. That move has been forced on us by the changing market demands and shareholder power. The drive has been to cut costs. The highest cost is people, so it has been uneconomic for the bosses to go on looking after people. There has had to be downsizing. "Lean and Mean" has become the cry. All too soon that has meant "Sad and Mad".

Useful Reading For:
Anyone involved in coaching and mentoring.

Article Overview:
This article by Graham Guest looks at the importance of continuing professional development in the modern world, and looks at the link between personal and professional development.

Opening Words:
We are all used to hearing about the rapid pace of technological and organisational change and the fact that there is no longer such a thing as a job for life. Just a few decades ago the main focus in a person's career was likely to be on initial education and training, and too many people were lulled into believing that their first post-secondary academic qualification, like their job, would fit them for the whole of their working life.

The main focus now, especially for professionals, is on the necessity to keep learning and developing our skills, knowledge and understanding throughout life. True professionalism relies increasingly on an ability to respond quickly and effectively to technological and organisational change, as well as to changing market conditions, client requirements, government policies, and national and international regulations. In the context of work, a major aspect of lifelong learning is continuing professional development (CPD).

Useful Reading For:
This is relevant to everyone in the workplace.

Article Overview:
In this enjoyable article, Kimberley Hare considers the importance of a resourceful state when learning. She looks at the importance of facilitator's creating learning environments that are high challenge but low stress, providing helpful insights into how this can be achieved.

Opening Words:
Remember a time when you were tired, lethargic and bored. Are you going to learn well in this state? Now imagine that you are extremely anxious and worried - perhaps even a little fearful. A different state to be sure, but again not one in which much learning will take place. These are not resourceful states - it's like you're operating on only a small number of cylinders rather than your full engine power!

Sadly, in classrooms and training venues throughout the world, even as you read these words, many people are tired, lethargic, bored or anxious, worried and fearful. And they will be learning very little - other than perhaps how much they dislike learning.

Useful Reading For:
All facilitators of training sessions.

Article Overview:
Joe Espana explores the importance of organisational cultures, and their impact on all aspects of business life; especially change programmes. Joe looks at the difficulties in defining culture, and therefore identifying a 'right' culture, and asks ultimately how can we ensure the organisation's culture is having a positive impact?

Opening Words:
There are a number of inter-related performance factors in a company's operating style/culture (the way things are done) that can significantly influence its organisational effectiveness. Poor execution caused by organisational issues is held responsible for over 50% of corporate failures to fully deliver business strategy.

Moreover, at least 60% of company mergers fail to realise their anticipated pre-acquisition values, and approximately 75% of all change programmes are unsuccessful. Why? Because organisational culture can secretly conspire against these efforts.

Useful Reading For:
Managers.

Article Overview:
Debra Pittam's article looks at how you can develop your facilitation skills.

Opening Words:
What is Facilitation?
Facilitation is the process of enabling and guiding a group of people to collaboratively determine and/or achieve their goals through the skills, attributes, methods and processes provided by the facilitator and those within the group. Facilitation ensures that groups benefit from what they both share and the diversity that they each bring to the group.

Useful Reading For:
All trainers.

Article Overview:
In this article, Joanne Barnfather takes a look at diversity in the workplace and asks the question, “How do we create an inclusive and supportive business culture, leading to profitability?”

Opening Words:
We have all heard or read the definition of ‘TEAM’ – ‘Together Each Achieves More’.

We live in a world dominated by iPods, iPads, iPhones and irobots. I realised, one day when working with a difficult group, that we need to add to the definition of ‘TEAM’. We need to focus on the ‘iTEAM’. Because, no matter what we do, if ‘I’, the individual, is not committed at the beginning, because they feel left out, unappreciated, or misunderstood because they are ‘different’, then ‘TEAM’ will be far more difficult to achieve.

In business we need to support and be supported by many different people.

Useful Reading For:
Anyone interested in creating a work environment where all people, regardless of race, ethnic group, language, gender, age, ancestry, marital status, social-economic or educational backgrounds, will demonstrate respect and insight for one another, enabling them to work better as a team.

Article Overview:
In this article, Rod Webb wonders why he's not motivated to return to the gym after Christmas this year, and considers the lessons here for organisations and managers. The article outlines key thoughts and ideas about motivating people at work and managing change.

Opening Words:
I had one of those moments this morning, which seem to come with increasing frequency once you reach your forties. The image in the bathroom mirror just seemed to be a little more out of shape than normal – the sagging more noticeable, the posture a little worse. On really bad days I see my father in the mirror. Nothing against my father, you understand, but when he was my age (and I wasn’t) I thought he looked old, whilst I of course know that I’m still very much in my youth.

Anyway, this unfortunate revelation got me thinking and wondering whether once again I should try and lose some of the post Christmas excess via lots of exercise at the gym.

I’ve tried the gym before – many, many times, without any discernible difference being achieved in the few weeks my commitment lasted before the excruciating boredom became unbearable and I was driven back to the sofa - and chocolate.

Useful Reading For:
Managers and team leaders who need to motivate others.

Article Overview:
This excellent article from Mike Bagshaw explains what Emotional Intelligence is, and explains what to consider if planning Emotional Intelligence training.

Opening Words:
When people in the workplace do not act with emotional intelligence the costs can be great: Low morale, bitter conflict and stress all limit business effectiveness. There is also the financial cost of litigation when people complain of being bullied, intimidated, and exploited. Emotional intelligence also contributes in a positive business enhancing way, improving teamwork, customer service and the managing of diversity. Fortunately this critical personal resource can be improved through appropriate coaching and training.

Stability makes us feel secure. It gives a firm and safe base on which to build. Stability means we know what is going on, and what is likely to go on in the future, and stability is something we have not got. Instead, we have one dramatic change after another. It feels frightening and out of control, and it's a natural reaction to keep things the same as much as we can, even when we acknowledge that that is going backwards. What we need to do is build, but we can not have the firm base of stability. We need to draw on inner resources to help us move forward.

Useful Reading For:
Managers and trainers.

Opening Words:
Feedback offers us an opportunity to gain insight into how others perceive and experience us and yet, on occasions we resolutely refuse to hear it. This can happen when we have a knee-jerk response to something that hurts us. Yet, given time, we may bring ourselves to consider the view put forward. However, outright refusal to listen and reflect on feedback also occurs when it contradicts or is not consistent with strongly held beliefs we hold about ourselves, about others or about our view of the world.

This was the case for Richard who was unsuccessful in his application to go on his organisation’s leadership development programme. After the selection process, he was given feedback that suggested he needed to focus on developing his communication and inter-personal skills. A specific comment related to the dismissive way he dealt with ideas and contributions from colleagues. When talking this through with him he was quite scornful about the feedback, seeing it as carping criticism. He felt that his organisation did not want “charismatic leaders” as he considered himself to be.

Useful Reading For:
Everyone - whether giving or receiving feedback.

Article Overview:
In this article Martin Shovel looks at the benefits of being able to use pictures during training in order to get the point across, and asks why trainers don't use this skill more often.

Opening Words:
It's well known that public speaking is top of the 'greatest fears' pops. Incredibly, most people would literally rather die than stand up and talk to an audience.

My experience of teaching drawing has revealed another little-recognised but widespread terror capable of reducing its victims to a blubbering jelly within seconds – the fear of drawing, especially in public.

But trainers speak in public for a living – surely, pens and flipcharts don't faze them? Wrong! Even the most confident trainers blanch and gulp loudly when invited to perform with a pen.

Useful Reading For:
All trainers, especially those who use or are thinking about using images in their training.

Article Overview:
Helen Krag shows us how to ‘blow your own trumpet’ whilst maintaining your integrity.

Opening Words:
OK, you’ve got your head down and you’re doing a great job in your company; you’ve delivered against your objectives in the last year and you’re well-liked. So that pay rise or dream promotion should be landing in your lap anytime soon, right? Well, not necessarily! If this is your attitude and it’s not happening for you, then read on …

Fact: Successful people who reach top roles in business are not just good at their jobs – they are also generally masters of self-promotion. Typically, they have learned to do it with integrity, in such a way that it fits with them and their values and ideals. Traditionally, men have had a reputation for being better at it than women, with women often feeling uncomfortable about ‘blowing their own trumpet’. So, here are 5 secrets of successful business people that will help you promote yourself and your reputation – so that you stand out from the crowd, with your integrity fully intact.

Before you dive in, here are two golden rules:

Useful Reading For:
Anyone who wants to progress in their chosen careers and be recognised by others.

Article Overview:
Martin Haworth's article provides ten simple tips for preparing for and dealing with change.

Opening Words:
It can be great to do something new 'for a change', when it's your choice. It's fun then. But when it comes up on you from out of the blue, when you're least expecting it, it's something very different. So, here are a few things you can do.

1. Accept how You Feel
How you feel is OK: Whoever is going through this change experience would feel the way you do, whether it is angry, sad, frustrated etc. All the emotions are acceptable. It is OK in the moment to feel the way you do.

2. Sleep on it
Avoid being hasty about anything - let it sink in. The better news will be tomorrow - after you have had time for it to stew a little. Your right brain will kick in - and then you can get creative!

Useful Reading For:
Everyone, as we all have to deal with change at some point.

Article Overview:
In this article Damian Hughes shares some tips and advice on how to keep focused when faced with a changing environment.

Opening Words:
If I asked you to describe how you feel about change, what would you say? Many people often come up with a mixture of negative and positive terms. On the one hand fear, anxiety, loss, danger and panic; on the other, exhilaration, risk-taking, excitement, improvements, energising. With a mix of emotions, keeping focused can be difficult during a period of change, and maintaining your best performance may become more of a challenge. The power of focus works on what I call ‘The Spice Girls Principle’.

The more you want and focus on something, the more of it you get. However, take a few moments to think about what actually happens to your focus when you are under the pressures of change.

Useful Reading For:
Everyone.

Article Overview:
In this article, Nicki Davey challenges the preconceptions and stereotypes many hold about senior people and encourages all learners to be given the opportunity and permission to play.

Opening Words:
Some years ago I was asked to run a training course for all the staff, managers and trustees of a large charity. I met the CEO to discuss the course and mentioned that I would use a collage-making activity early on in the day to identify and explore some of the key issues and her response was, “But we’ll have senior managers and board members on the course – I really don’t think that cutting and sticking is a suitable activity for them, do you?” My answer was, “Actually, yes, I do”, and I explained to her how collage-making is a whole brain activity involving visual imagery, physical activity, talking and listening, and organising ideas and how it breaks the ice, helps people talk about a difficult subject in a safe way, is a great leveller, and generates a rich discussion. Her response was a somewhat cynical, “Well on your own head be it,” - she clearly thought this was a BAD idea!

Useful Reading For:
All trainers.

Article Overview:
In this article, Alison takes a look at the issue of Mental Health and asks if increasing awareness in the workplace could help to reduce absences and increase productivity?

Opening Words:
Yesterday I read a statistic that 84 adult men commit suicide every day in the UK. It’s a shocking statistic and how can that be possible and acceptable in 2018?

Mental health is high on the agenda for the government and the media.

Useful Reading For:
Everyone.

Article Overview:
This fascinating article by Martin Shovel and Martha Leyton looks at the power of metaphor, and how the metaphors we use affect our thinking. In particular, the authors look at the metaphors used in the West to explain creativity, and ask if these could be restricting our thinking.

Opening Words:
Imagine you are settling down to a long train journey. You reach into your bag and pull out the novel you are reading and just as you are about to take up the story the stranger sitting opposite starts talking to you. You have plenty of time on your hands so you welcome the chance to begin a conversation with her. But how would you respond if she were to start by describing the song of her life or by explaining the painting of her life or even, perhaps, telling you about the recipe of her life? Her behaviour might seem very strange and you would probably feel a growing sense of discomfort and confusion.

Now rewind the tape and start again. This time she begins by telling you the story of her life. Now the experience of listening to her feels comfortable and familiar, and both the content and structure of what she is saying make sense to you. Story is the medium through which we understand and experience our lives and the lives of other people. Stories give our lives their structure and meaning. They help us make sense of the world around us by transforming the constant flux of experience into meaningful patterns. Without stories our existence would be chaotic and ineffectual.

Useful Reading For:
Anyone involved in the creative thinking process.

Article Overview:
This interesting article from Sheila Williams, looks at personal conflict in the workplace and looks at how our preferred behaviours can bring us into conflict with others who have different preferences.

Opening Words:
In a week of battling against the winter elements I have also been exploring conflict of a different nature – person to person. The type of interpersonal conflict that can for no apparent reason (at least to the warring parties), spring up in the workplace. Part of this has led to an exploration of how we deploy our personal strengths and whether over-use of these, in certain circumstances, can tip them over into becoming weaknesses.

We develop behaviours that, when used to good effect, over time, become our preferred way of doing things. We consider them as our personal strengths. However, the more we use them and the more success we have with their use then the more we can slip into auto-pilot mode, with an expectation that their use will always produce success. In this way, we sometimes overlook the fact that using a particular personal strength may be inappropriate to the context or situation in which we find ourselves.

Useful Reading For:
Line managers and trainers.

Article Overview:
This is a fascinating article that actually comes from the world of sports psychology, but which we thought contained lessons that could be applied to the business world. The author looks at the attitude adopted by successful athletes and argues that a positive mental attitude can be successfully built on a foundation of values.

Opening Words:
You're two games all, seven all and serving, you wipe the sweat off your forehead, take a deep breath and grit your teeth – determined to win the next two points and with it your first ever major tournament.

You play the first point solidly, nothing too fancy, you bang the ball deep into the corners – your opponent breaks down and misses early on. You are now serving for the title and a dream come true. Your mind is sharp and totally focused, your body relaxed but energised, a smile appears on your face because you are actually enjoying it. You are competing to the best of your ability, you are playing the game you love; you are enjoying the tactical and physical battle of competition. You are experiencing a high and you are in the place where you can express yourself better than anywhere else on the planet. You are only concentrating on the next point, on executing your game plan, on wanting to compete and outfox, outlast, and out manoeuvre your opponent – these are the only things that you are aware of. You raise your racket to serve with a sense of determination and enthusiasm because another squash rally is about to be played and you're taking part in it…

Useful Reading For:
Everyone.

Article Overview:
In this article, Helen Krag asks, how happy are you at work? She goes on to look at ways you can boost your level of happiness.

Opening Words:
On a scale of one to ten, how happy are you at work? I encourage you to jot down that number. Is it the right number for you, or do you seek to change it in some way? Read on for six ways you can boost your own level of happiness at work.

Being happy at work is less about our circumstances, more about how we choose to respond to them. Tony Robbins, leadership and success guru, offers a useful framework for six Human Needs that typically drive our behaviours. As human beings, we are adept at finding ways to satisfy these needs – some of which are positive and resourceful for us, and others which are less so. Let’s take a look at the six.

Useful Reading For:
Anyone who works!

Article Overview:
This article looks at how coaching can help people achieve a healthy work life balance. Apparently, a survey by CIPD found that professionals in the UK would sacrifice up to 40% of their annual salary in order to achieve a better work life balance.

Opening Words:
A survey by the CIPD claimed that professionals in the UK would sacrifice up to 40% of their annual salary – an average £13,253 a year - if it meant achieving better work-life balance.

Why has work-life balance become such a hot topic in recent years? The sheer number of choices available today can leave the average professional sinking under a mountain of obligations, leisure activities and family commitments.

Entertainment for our grandparents was limited to a sing-song round the piano and, for their children, a game of hop scotch in the car-free street outside. They didn’t have to spend their weekends searching for the elusive best deal on new cars, fridges or the bewildering array of media technology available today; and two weeks in Yarmouth provided an annual treat, without hours of net-surfing for that last-minute, dream holiday.

Useful Reading For:
Anyone involved in coaching or looking at how coaching can affect our lives.

Article Overview:
"It's so easy to believe that adults have all the answers and children have all the questions", says Peter Freeth, in this latest article, but "by paying more attention to the wonderfully literal view my three year old daughter has of the world, I have learned a lot about it and about the way she interacts with it."

Opening Words:
It’s easy to believe that adults have all the answers and children have all the questions. I find it increasingly the case that it’s the other way round. By paying more attention to the wonderfully literal view my three year old daughter has of the world, I have learned a lot about it and about the way she interacts with it. She could certainly teach many “grown-ups” a thing or two, so I thought it would be important to record some of the things she teaches me for posterity, or to use to embarrass her when she brings her first boyfriend to tea.

Useful Reading For:
Everyone.

Article Overview:
Martin Shovel argues in this article that to rise to the challenges presented by the brave new world we need to develop a more flexible thinking style. He goes on to explain what metacognition is, and why it is matters.

Opening Words:
Like it or not, radical and accelerating change has already become a permanent feature of our lives. When Bill Gates was a schoolboy, computers were the stuff of science-fiction but they ended up making him the richest man in the world. Like Bill Gates, many of today’s schoolchildren will end up working in jobs and industries that haven’t even been invented yet – occupations and lifestyles beyond our wildest, and weirdest, imaginings.

To rise to the challenges of this brave new world it’s essential that we find a way of developing a more flexible thinking style. Like a professional tennis player studying a video of herself so that she can improve her serve, we need to discover a means of observing our own thought processes from a distance. From such a vantage point we might begin to influence the dance of neural networks inside our head.

Useful Reading For:
Anyone who is interested in developing a more flexible thinking style.

Article Overview:
Joanne Barnfather takes a look at our behaviour and how it affects the use of our time.

Opening Words:
Time is precious. You cannot save time - you cannot put a couple of hours away in a cupboard to use later when you need them. It seems that time is the greatest enemy of many people. Yet some people seem to get the job done with ease and in time. The difference is each person's ability to manage their time. It is essential to be aware of how you use your time.

We are all given 86,400 seconds every day, what do you do with them?

Useful Reading For:
Everyone, especially those who'd like to manage their time better by working smarter, not harder.

Article Overview:
In this article, Martin Shovel asks the reader to be prepared to challenge conventional wisdom, and to look for creative opportunities when there is a mismatch between what we've always done and the results we're getting.

Opening Words:
Ask a random selection of colleagues if they like PowerPoint presentations, and what do you think they’ll say? Chances are they’ll give you the thumbs down. But do they use PowerPoint themselves? The answer is probably ‘yes’.

Let’s be clear about this – they don’t like being on the receiving end of PowerPoint presentations but they use them themselves. Isn’t this somewhat odd and inconsistent? True, there’s nothing intrinsically bad about PowerPoint, but the way most people use it has turned it into the grey suit of business communications; ubiquitous, boring and predictable.

Useful Reading For:
Anyone looking to overcome 'conventional wisdom'.

Article Overview:
To succeed in today’s world, Mike and Caroline Baghsaw argue that an organisation has to become a complex adaptive system, operating through core principles that nurture flexibility and innovation.

Opening Words:
At the dawn of the twentieth century, most organisations relied on large numbers of people working together in the same building. The young started at the bottom, and the most able would, with experience, become the leaders. It worked well in the context of stable technology. The bosses could predict future needs well enough to make quite detailed plans, including the duties of employees. These could be structured into career ladders, plus a pension, to reward good workers. "Good" meant co-operative. They didn't want bright ideas from low down the ladder. The boss looked after good workers, and the workers obeyed the bosses.

At the dawn of the twenty-first century, all this has metamorphosed. Constant innovation makes experience, not irrelevant, but in need of constant adjustment. The good workers are no longer the quiet, co-operative ones, but those who look ahead, spot what's coming, and adapt. This applies to organisations as well as individuals. The static ones will be left behind. To succeed, an organisation has to become a complex adaptive system, operating through core principles that nurture flexibility and innovation.

Useful Reading For:
Managers and trainers.

Article Overview:
This is an interesting article from Olivia Stefanino which considers the opportunities coaches have for learning from their clients. Does coaching also provide an opportunity for coaches to 'look in the mirror'?

Opening Words:
One of the characteristics that sets great coaches apart from their more average colleagues is an attitude of open-mindedness, curiosity and a willingness for self-examination. And one of the quickest places to discover more about you, your attitudes and your hidden strategies is to look at the kind of clients you tend to attract.

While you might be forgiven for thinking that you’re there to help your clients, there’s always some kind of “energy exchange” (beyond money), that can offer you some rich insights into what’s going on in your own life.

Of course, it goes without saying that when you’re working with a client, it’s only right and proper that you focus all of your time, energy and attention on him or her.

Useful Reading For:
Coaches and coaching managers.

Article Overview:
In this article, Richard Nugent asks what is it that we want most from our leaders.

Opening Words:
Let’s get straight to the point. There is one thing that people want from their leaders more than anything else. In fact if this one thing is absent, even if the leader demonstrates strong leadership characteristics, he or she will struggle to maintain their ‘followership’.

So last chance for you to guess – what is the single most important thing that followers want from their leaders more than anything else?

Well most text books and research calls it ‘honesty’. I have found through my work, that more specifically it is congruence.

Useful Reading For:
Anyone who wants to develop their leadership skills or increase their understanding of what makes a good leader.

Article Overview:
In this article, Sheila Williams looks at how we feel when faced with imposed change and suggests five ways for helping us work through such changes.

Opening Words:
When imposed change – change we have not chosen ourselves – hits us, it can really hurt. We often experience feelings of loss, hopelessness, being powerless, worried that we can’t count on anything and overwhelmed by the need to adapt to new demands.

The Change Curve is a model that illustrates the emotional stages we may go through when experiencing this type of change and not only helps us to make sense of our emotions but allows us to recognise that what we are feeling is entirely normal.

Useful Reading For:
Anyone responsible for managing change or faced with change.

Article Overview:
Mark Forster's article looks at the danger of saying "yes" against your better judgement, and the knock on affect this can have on time management.

Opening Words:
I can't remember who it was - but a year or two ago someone wrote on one of the email lists to which I belong that she had learned never to say "yes" unless she could say it wholeheartedly. Whoever it was, I owe her a debt of thanks because it is one of the best lessons that I have ever learned.

The context was how easy it is for our lives to fill up with responsibilities that we have taken on more or less reluctantly. When someone asks us to do something, it is often difficult to say "no." So we end up saying "yes" against our better judgement. And one of the reasons why it is so easy to say "yes" against our better judgement is because we often don't have a clear and easy way to tell what our better judgement is. The other person will often come up with highly persuasive reasons which make us feel that we will be uncaring or ungrateful or illogical or mean or reckless or whatever if we don't agree with them. And since we don't want to feel any of these things we say "yes" reluctantly - and regret it later!

Useful Reading For:
This is a useful idea to use in assertiveness training but is relevant to anyone who finds it difficult to say 'no'.

Article Overview:
In this article, Bill talks about Jordan moments (it will make sense when you read the article!) and discusses the importance of tolerating uncertainty when looking for creative solutions.

Opening Words:
A few Sundays ago I found myself at the London Book Fair with my friend Guy Claxton. This was no accident. We were there to promote our new book for the BBC, Be Creative; essential steps to revitalize your life and work. (This was a celebrity event, gentle reader! Picture the scene. Just a few stands away, Jordan was drawing the crowds. Fresh from her Australian jungle frolics, she was launching her autobiography. Posing for the cameras she accidentally dropped what onlookers believed to be a copy of her book only to reveal to watching journalists that it was full of blank pages and not yet ready for publication. Apparently Jordan just did not know what to do with herself. Interestingly – and impressively - she appeared utterly unphased by the experience.)

All of which got me thinking….

Useful Reading For:
Everyone. Especially anyone exploring the avenue of creativity.

Article Overview:
In this challenging article, Sheila Williams reminds us of the importance of clear goals and wonders if sometimes we put aside our real dreams for more 'sensible' goals that perhaps don't inspire or enthuse us in the way that pursuing our dreams might.

Opening Words:
A new year is with us and I wonder whether you have spent any time reviewing your goals or setting new ones? Or, to put it another way, did you make any New Year Resolutions? For what are resolutions other than goals – something we want to be, do or have? This time of year reminds me of two clients who changed their lives by making and achieving courageous and challenging goals.

Janice was a qualified accountant in the public sector. After attending a personal development workshop, she asked me for help with setting her next career goals. At our first session she came armed with four or five options, each well documented and SMART (specific, measurable, achievable, realistic and time bound). As we discussed each potential goal, I noticed a distinct lack of enthusiasm.

Useful Reading For:
Everyone.

Opening Words:
"Words are sparks of light that create an illuminated space inside our heads we call ‘consciousness’. They make it possible for us to move beyond simply experiencing things, to consciously thinking about them and then being able to share our thoughts about them with others, if we want to.

But words also wield their power in the darkness too. In the shadows, beyond the light of conscious awareness, they are able to influence us without our knowing what they are getting up to."

Useful Reading For:
Anyone interested in delivering a message persuasively and/or developing their presentation skills further.