When I did my MBA years ago, servant leadership was mentioned in the list of known management styles. The idea that CEOs and senior managers would adopt this style was news to me, given the many different places I’d worked in across a number of different sectors and servant leadership was nowhere to be seen. This week I read about ENGEO, an engineering consultants business in Christchurch NZ. I discovered that servant leadership was listed as part of their core company values.
Category: Sue’s Blog
In the weeks approaching the end of the year, there’s often pressure to get everything done to clear the decks for the New Year ahead. What may be forgotten in the rush is fully acknowledging all staff’s efforts throughout the year. Specify how their valuable contribution has benefitted those around them, and the business itself. Finish on an appreciative high note.
While formal supervision is provided to social workers working across the different sectors, including social services and health, there is an unmet need for managers and team leaders, to access the same support. While it is expected managers and team leaders would provide a supportive listening ears and opportunities for their staff to debrief and brainstorm with them, who do managers and team leaders go to, to discuss their work, the challenges they face, the situations they find difficult to manage or a decision they may have made that may not have been the best?
Women’s Suffrage Day 19/08/2018 in Aotearoa/New Zealand acknowledged and celebrated 125 years ago it was the first country in the world to enable women to vote. A few weeks earlier on 26/08/18, it was Women’s Equality Day. While many positive milestones have been reached over the decades, there is still a way to go to achieve equal pay for equal work, regardless of one’s gender, and the sector worked in. Unconscious biases still prevail.
Daniel Kahneman’s book ‘Thinking, Fast and Slow’ has been out for a number of years now, and its messages are still important today, in our busy working lives. He says we have two modes of thinking: system 1 – a fast automatic reflex response which may make us rush into making choices on factors we may have little information about; and system 2 – a mode we get into when we stop long enough to think issues through calmly,
Margaret Morrell has spent 20 years providing reflective supervision training in the health and social services sector, and written 5 guides on the topic. Each guide book is comprehensive and easy to read and follow. They’re a valuable resource for any supervisors and supervisees. Highly recommended. To find out more visit www.margaretmorrell.com
I’ve enjoyed participating in the World Business Executive Coaches pre-Summit (WBECS) webinars over recent weeks. WBECS offer the pre-Summit sessions free of charge, while their comprehensive Summit course is fee-paying. This programme is comprehensive. It’s worth considering if you are a coach who wants exposure to thought-leaders and experts around the globe, and ideas and input from coach practitioners worldwide. See www.wbecs.com for details.
The International Coaching Week is a time to bring the public’s attention to the value of working with a trained, qualified professional coach. The International Coach Federation (ICF) reflects the value of professional coach training, on going professional development and coaching qualifications, and the impact coaching has on individuals and organisations across the different sectors. The ICF currently has approximately 30,000 members in 140 countries. If you’re looking for a coach in your area, see: https://coachfederation.org
Reflections On The Dark Side was published in 1990 by Dr Robert Hogan. In his article, he discusses the ‘bright side’ and ‘dark side’ of people’s performance. This is revealed when they pay attention to the normal rules of self-presentation, and when they’re not paying attention, or when they don’t care about creating a good impression. He notes the three features of reputation, and says smart players in the game of life take good care of their reputations.
Telling stories is part of the human condition. It is how ideas and information is conveyed to others, and it is also how we interpret and rationalise events and situations in our personal and professional lives. In our stories, we may often present ourselves in the best possible light – our ‘best selves’. Yet before making a decision on issues and passing on information, a distinction must be made between the actual, neutral facts of a given situation,