A wise teacher once suggested that it requires the same amount of courage to do something difficult, whether you do it instantly or leave it until later. “Courage in the first instance, not the tenth.”. In a working world that is increasingly relational, where what we do depends on dealing with others, negotiating with others,… Continue reading Courage in the first instance
Bring to mind one of your best working moments. One of those times when you felt on top of the world, when you were just ‘flowing’ or when you felt the warm glow of success. It could have been when that new client signed up with you…..when you finally worked through a long-standing conflict with… Continue reading What we need to learn
Charles Darwin is apocryphally quoted as saying, “It’s not the biggest, the brightest, or the best that will survive, but those who adapt the quickest.” While he may not have actually said it, the sentiment stands. It is therefore vital that we develop ways and practices that assist us to learn about ourselves. Much has… Continue reading Your Work is Your Work
“Systems thinkers know a number of counter-intuitive truths.” John Seddon One of these counter-intuitive truths is that “when you manage costs, your costs go up. When you learn to manage value, your costs come down.” There is the business case for systems thinking, if one was needed. Thanks go to David Wilson through his fitforrandomness… Continue reading Eliminate targets
Individual performance management is rubbish. Not only that, it’s patronising and disabling. I’ve said it before. When people aren’t performing, it’s extremely probable that it’s not a behavioural problem; it’s the system. It’s not that performance management as a concept has been sullied because it’s been ineptly carried out. It’s just that it’s pointless and… Continue reading Do we really need performance management?
There is something in the air. Call it my natural human tendency to find patterns in things, but two recent conversations with two different clients in two different cities have reminded me of two other completely different clients in two completely different countries. The parallels are striking. It could be my bias towards systems thinking,… Continue reading How do we get to WE?
Don’t ask a systems thinker for advice on managing performance or staff engagement. They will probably say something pretty fruity and you’ll wind up frustrated by how fervently they trash conventional wisdom on the subject. Of course performance, engagement, recruitment, they’re all connected, so your systems thinking friend will sound like a fruit loop because… Continue reading It’s not a behavioural problem: it’s the system