realisedevelopment.net

Just another WordPress site

121s and Reducing Interruptions

by

 If you have recently been to one of the PMN training sessions on introducing 121s you will know that I reckon by committing to weekly 121s with all direct reports you will actually save time.  I amsure this is the case from my own observations and reports from people that have tried them.  But if you are the kind of person that needs more data to be sure then have a look at these two blog posts here and here from the wonderful Slow Leadership blog

Building An Outstanding Organisation

by

This post was inspired by something Tom Peters’ wrote in his blog.

“In business, you reward people for taking risks. When it doesn’t work out, you promote them because they were willing to try new things. If people come back and tell me they skied all day and never fell down, I tell them to try a different mountain.”

Mike Bloomberg – Mayor of New York City

Steps to being outstanding?

  1. find something useful that turns people on – a cause that is worth working on
  2. give people a lot of room to try their own ideas and plans in pursuit of the cause
  3. offer them the respect they deserve for participating in the cause with commitment and determination
  4. provide the most powerful relationship that you can to support their development (121s, feedback and coaching…)

By nurturing passion for the cause, and enabling people to try things, the journey to high performance can begin.

It takes courage and excellent management skills – but it works – in for profits, non profit distributing and third sector organisations.

Not sure the recipe can get any simpler?

Reasons and Excuses; Organisations and Individuals

by

Seth Godin writes:

Most organizations need a good reason to do something new.

 

All they need is a flimsy excuse to not do something for the first time.

 

And they often need a lawsuit to stop doing something they’re used to.

How does this translate to individual managers? My guess would be pretty much the same. Perhaps:

Most managers need a good reason to do something new.

 

All they need is a flimsy excuse to not do something for the first time.

 

And they often need an appraisal or a disciplinary to stop doing something they’re used to.

What could you change about the way you manage that might have the largest impact on performance?

What stops you?

What would it take for you to make the change?

What do Virgin Vie, CAB, The Insurance Partnership and Goodwin DT Have in Common?

by

Well on the basis of the first PMN event in Hull – much more than you might expect. Managers fighting against time pressures, resource constraints and the challenges of developing and inspiring staff were certainly common themes across all 25 people who attended the first PMN events in Hull – the vast majority of whom have decided that they are now going to incorporate the practice of 121s into their management routines.

The first piece of feedback in my inbox from one of the managers reads:

‘I found the session very useful. I often run around in circles and work ever increasing hours (hence I’m replying to your mail at 07.30! lol) I really believe these 1-2-1s will help me as I know my weakness is not delegating through getting stuck in the vicious circle of ‘its quicker to do it myself’. Looking forward to the other sessions.’

There are still some free places available for workshops on June 26th in Leeds. Please reserve your place here.