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Leaning to Action Leaning to People

Did it fail because of the team?

… is it possible to go deeper and help individual team members engage with matters beyond their individual domains in positive ways? Specialists can show up to meetings as generalists, and they discover in a culture of honour and respect that they can engage with others with empathy and greater influence.

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Leaning to Action Leaning to People Positive Outliers Self-Awareness

Seeing through the mask

Leading in a transparent way generates trust. Transparency lives before people with integrity.  But transparency is what a lot of so-called leaders shun. Transparency is a vulnerable place, and for some, that is too dangerous. They would rather hide. Either behind unnecessary secrecy, using information as a weapon, or behind a mask.  The problem is […]

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Leaning to Action Self-Awareness

Transparency and Vulnerability

In my last post, I began to explore radical transparency from a the example of a client organisation. To lead transparently generates trust. This kind of leadership shows up before people with integrity. However, a lot of leaders baulk at precisely this invitation to transparency. It is a vulnerable place, and for some, it is […]

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Leaning to People

The Power of Radical Transparency

One the delegates on a Change Management Practitioner I led shared with us a remarkable initiative within her organisation, Cambridgeshire Constabulary, the regional police force for that part of England.  What follows is with the kind permission of the Constabulary. Rumour Mill is, in essence, very simple. It is an intranet discussion board, where anyone […]

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Leaning to Action Positive Outliers

Outcome Thinking for Projects

Most people in project management have been told about the classic triangle: time, cost, quality; sometimes called the scope triangle. Its overall focus is on stewardship of spend, on containment, on control. You know, the one that looks like this: It encourages managers to consider how the impact of a suggested change might affect the […]

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Leaning to People

How is Your Leadership Trust Fund?

According to Professor Bruce Lloyd of London’s South Bank University, “The critical issue is, not change, but trust.” Bruce Lloyd This is consistent with research by Patrick Lencioni’s Table Group, San Francisco. In his, The Five Dysfunctions of a Team: A Leadership Fable, Lencioni illustrates how in an executive team trust is a fundamental platform […]