There is no doubt in my mind that community based and bottom up approaches to enterprise support like those pioneered by Ernesto Sirolli and subsequently developed and transformed by projects like Bizz Fizz and on a much more modest scale Elsie, provide significant clues to the emergence of truly sustainable and enterprising communities. But instead we get celebrity entrepreneurs and academics delivering masterclass after masterclass after enterprise competition on a seemingly endless treadmill driven by incoherent policy and the increasingly desperate search for those Holy Grails of 'narrow' economic development - the quick win and the high-growth start-up. It must be time for us to develop a focus on long term, community building approaches to sustainable development that embraces the economy, culture and social cohesion as an inseparable trinity. These things cannot be pursued successfully as separate entities managed by different silos. They are all part of the same process of 'development'. We need to develop affordable processes that engage the whole community in nurturing the development of those willing to act boldly and helping more of its members to see that bold action will often reap … [Read more...]
What People Say About Progress School…
Because I choose to let it, Progress School forces me to focus on what I need to do to develop my future plans. Attending the sessions makes me focus at least once a month [if I'm lucky enough to escape work to attend] and that focus is nudging me into taking actions that I might ordinarily push to one side 'until later'. The only negative side manifests itself in my frustration when my paid job is too demanding to allow that precious time for me to attend. Precious is what Progress School is to me at the present time. Now I need to find ways to ensure my escape in good time every 2nd Thurs of the month. “I’ve always known personal development was important, but rarely actually made any time for it. Progress School changes that. It means that at least once a month I’m forced to think about my own development, and better still it gives me the tools, support and motivation for doing so.” “Joining a group which is focused on self development has focused me on what I need to do. Knowing that I will be “reporting in” once a month has helped me to find the time to put in the effort to do something in readiness for the next session.” Thank you very much for inviting me to Hull Progress … [Read more...]
Anger Does Pay – Big Time
They usually write a lot of sense over at management issues, which is why I was a little surprised to read an article called Anger Doesn't Pay. In my book it is perhaps the most important driver for change and innovation. Anger serves a surprising purpose . It gives us a clue, a sign that there is something here that we can have the energy and creativity to make better. Anger pays much more than indifference which at time seems ubiquitous. What does not pay of course is losing your temper. Shouting and displaying your anger in ways that alienate people rather than recruit them to your cause. So value your anger, cultivate it, harness it and make progress. Just don't let it ignite your temper! I help accidental managers become outstanding managers - if I can help you give me a call - 0113 815 3765 (UK) … [Read more...]
Some thoughts on the Front Line
Front liners are capable of taking on far more responsibility than the boxes the system puts them in. Front liners are very modest about their own abilities and skills. Front liners want to do a great job for patients. Managers must learn to let go of more of the power they have thus allowing front liners to get on with the job. Managers must be there for support when front liners need it – they are well capable of judging when they need help. Sensible reflections from Trevor Gay's Simplicity blog I am sure that you will agree with much of it. But do you ACT on it? Or do you let 'the system' get in the way? … [Read more...]
Managing for Autonomy
If we want engagement, and the mediocrity busting results it produces, we have to make sure people have autonomy over the four most important aspects of their work: Task – What they do Time – When they do it Technique – How they do it Team – Whom they do it with. After a decade of truly spectacular underachievement, what we need now is less management and more freedom – fewer individual automatons and more autonomous individuals. Daniel H. Pink Want to learn how to manage for autonomy? Get in touch. … [Read more...]
Better Mentoring
Thinking of setting up a mentoring scheme? Here are some top tips to improve the chances of success: Educate mentees in how to choose and use a mentor - this will provide a better return on investment than training people in how to be good mentors Offer a mentor matching service - but always encourage people to look for their own mentors first - this ensures relevance Always encourage people to check out a few potential mentors rather than allocating them one Train people who have already been approached to become mentors - avoid training a whole bunch of people who want to mentor, but for whom there is no demand Please do add more.... … [Read more...]
Change is Good
I have just come across a really good online video, thanks to Phil Gerbyshack, called Change is Good. It seems to sum up so many of the principles that I try to teach people how to practice in my PMN workshops. (There are still someplaces left on Giving and Getting Great Feedback on 20th May in Leeds). The film is only a couple of minutes long but contains so many great hints, tips, reminders and pointers to profound truths that should have immense implications for personal and organisational change. Why not show it at your next team meeting and see what reactions, suggestions and feedback it elicits. The video has a soundtrack - but still works if you are not sound enabled! Change Is Good - The Movie Share this Post … [Read more...]
What Can We Learn From The Apprentice?
This is the title of a piece in a LinkedIn conversation. Here is my perspective: I think we need to be careful about what we learn from The Apprentice and other reality shows in the ‘business genre’. 'Cost control' is paramount in some organisations and in really simple tasks that only have to work in the very short term. Keep costs low and con your way to a victory. As long as you can keep finding new ‘marks’ you will be ok. In the real world, appropriate investment and tolerance of 'failure' in the right market experiments is vital if you are looking to encourage creativity and innovation. We could learn from The Apprentice that lying, backstabbing and cheating work. As does staying off the radar for as long as possible. All great tactics for having an 'OK' career in a traditional bureaucracy, but not what I would recommend to many of my clients who are interested in exploring their potential though and doing ‘good’ work. Why do so many bureaucracies still reward such behaviour? Because they are too scared of sacrificing the short term gains that they achieve in order to build long term value. Managers often lack the courage, or do not know how, to do what is right. I meet this … [Read more...]
Are You Ambivalent?
Many managers I meet are, at best, ambivalent about management. Few are passionate about it. Why do we get into something we have so little passion for? Why do we expect to be good at it? Is it just a necessary evil en route to more power and money? Need help to get passionate about management? Get in touch! … [Read more...]
