Member Since: 28th May 2009
With over 21 years experience as a L&D specialist I have worked in pretty much every sector in the UK, at pretty much every level. I carry out TNA/DNA, design, delivery, evaluation and authoring work. I also have experience in the charity sector both in the L&D side and as a fundraiser and fundraising manager.
In the Jurassic I was an officer in the Royal Engineers.
At the dawn of time I worked (briefly) in television advertising. My website is www.coach-and-courses.com With a strong interest in all things "country" (oooh-ahhh, not yeee-ha) I am based in rural southern England. I also express my creative side with my wife creating amazing cakes (if I say so myself) which you can see at www.forheavenscake.co.uk
Consultant Coach and Courses
26th Aug 2016
Jamie- don't you do these things already? Meetings can be so tedious that playing the game of getting famous film lines into the dialogue is already a common 'lightener'- here are a few to get you going:
"Make my day"- 1 point
"This isn't Kansas is it?"- 2 points
"It's life Jim but not as we know it"-3 points
25th Aug 2016
Sorry if this is peripheral to your excellent point, but in my many years experience of training managers I have often heard people expressing their worries about how to manage staff for fear of falling foul of health issues. For example- a member of staff produces documents full of spelling a grammatical errors, the manager is reluctant to broach this with the person concerned because they "may have dyslexia" and the manager is worried they will be censured for insensitivity or worse.
If a person HAS a clear diagnosis of a condition that would benefit from reasonable adjustments then it is unreasonable to expect a manager or employer to make same without being informed of the need.
I do think your article goes a long way to helping a manager to help themselves and the organisation as well as the individual.
24th Aug 2016
this is a thoroughly excellent article- I have but 2 questions and they both relate to the questions posed at the end of the article:
1. Do you know approximately what proportion of your workforce may have AS? - why is the word "may" included in this question?
7. If someone does disclose their condition, what changes can you make to the working environments? - if an employee doesn't disclose their condition, how can an employer make any reasonable adjustments?
22nd Aug 2016
it is probably too obvious for words, but before you start, ask "Do we really NEED a meeting to do this?"
then remember that you are living in the 21st century so if you need a meeting do you actually need to have everyone int he same room or could the meeting be more efficiently run over Live Meeting, Webex or similar?
17th Aug 2016
I don't know if these are the studies referred to in the article but if you get hold of Leadership Genius
Chapters 5, 7 and 17 all detail empirical studies into the topics concerned. Other chapters also detail other research that is relevant.
2nd Aug 2016
An excellent analysis- I just hope that no one thinks that the 'role' of Performance Detective is actually a job title...the day we see that appear on an advert on Jobsite will be the day HR gets laughed out of court!
20th Jul 2016
"If you get a bunch of people from the same ethnic group, same gender, who went to the same schools; who worked in similar jobs; and went through a similar career progression, would you be surprised if they came to different conclusions on a topic? Me too. And it’s monoculture that makes some organisations susceptible to groupthink."... this is true but it is also worth remembering that groupthink also pervades when a team has had a long run of success- they start to believe in their infallibility. This is possibly more dangerous than the mono-culture as it is an apparently rational concept.
Black Hat meetings and formally appointed Devil's Advocates are good ways to prevent groupthink taking hold.
5th May 2016
5th May 2016
Andrew has an interesting point: that we wish to avoid paralysis by analysis...but by the same token it is critical to understand what precisely the "it" that we are going to get on with is. The situation I'm writing up is a perfect example of getting on with "it" and then discovering that what was got on with was not "it" and did not work....lots of action and activity....little useful output!
Whilst too much intellectualising is a bad thing (generally) we do need clarity of objective, a clear understanding of the business case and a half decent plan.
1st May 2016
Jo...you beat me to it! I'm in the process of writing up a case study of an organisation that wanted to move very much as you describe but got their focus awry. You have hit a number of nails on the head with your article and I shall definitely link to it in my forthcoming work