When a team is all aligned and coherent, we talk about “all singing from the same sheet”. It’s an apt metaphor, capturing the concepts of pace and flow, rhythm and attentive listening. Another metaphor that captures the way teams come together to release greater energy than would happen when they are working individually is “coming (more…)
David Meggison & I explored the concept of organisational coaching cultures in our book ‘Making Coaching Work’ (first edition published 2005). The subject has fascinated me ever since & continues to be a major ongoing theme. Based on multiple case studies, we were able to identify four stages that organisations went through in creating a (more…)
Psychometrics and other forms of diagnostic, such as 360-degree feedback, can be very helpful in getting to know a coachee and ‘what makes them tick’. But they take time, often require lengthy analysis and can become somewhat mechanical processes that miss the richness and complexity of ‘who is this person and how do they connect (more…)
We hear more and more about the virtues of HR Analytics. But how much of it is hype? And is focus on numbers preventing us from focusing on people? Hence the neologism, banalytics – data that appears on first sight to be useful, but in practice diverts attention from the real issue. Of course, there is a (more…)
Introspection – being able to look in at ourselves – is at the heart of both leadership and coaching. Wise leaders’ self-awareness contributes to their identity and groundedness. When we understand ourselves better, we are more able to understand others. Coaching and mentoring both help others to gain clarity about their internal and external environments (more…)
If I knew then what I know now…Reflections of HRDs internationally Report of a study by David Clutterbuck Partnership, 2021 In mid 2021, with the help of the Chartered Institute of Personnel and Development in the UK (CIPD), and the Australian Human Resources Institute (AHRI), I asked Human Resource Directors for their views on the (more…)
The new technologies of brain-AI interfaces have profound implications for human society. Current technology using devices inserted to the inside of the skull allow paralysed people to manipulate objectives and even speak through AI-assisted machines. It’s already possible to capture frequently occurring patterns of neurons to make things happen, even before the person is aware of having made the choice or become consciously aware. And we are at a similar place in these technologies to where computing was when it took a whole room of components to do a fraction of what can now be done on a single mobile phone.
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The following questions aim to help teams and team members understand how energy ebbs and flows within and between them. The answers provide the basis for a dialogue on how to work with and enhance team energy, both collectively and individually.
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The transition from senior HR professional to a Board role is complex, demanding and far from obvious. Four years ago, we asked HRDs from 17 countries what would have been beneficial for them to know on their journey to the boardroom. The responses were detailed and wide-ranging, but some key challenges emerged.
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This technique aims to generate shared perceptions amongst team members with regard to customs, culture, purpose and other factors that impact how they interact with each other and stakeholders. It builds on a children’s game that creates cut-outs of animals out of body parts from other animals. So, a construct may have the head of a donkey, the neck of a giraffe, the tail of a monkey, the body of a hippo and the feet of a lion.
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