The neuroscience of change

Business leaders everywhere know that success isn’t possible without changing the day-to-day behaviour of people throughout the company. But changing behaviour is hard. (Even when new habits can mean the difference between life and death e.g. adopting healthier day-to-day habits after having undergone coronary bypass surgery, nine out of 10 patients do not manage to follow though.)

However, behavioural change – and business success – has a much likelier chance of occurring if we heed new evidence about change. Breakthroughs in cognitive science about how our brains function contain pointers worth taking serious note of. Continue reading

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How to get more results from coaching?

Most MD and managers have no idea how little their staff learn during an important coaching session.  What to do to ensure more learning and new behaviour?

Most of us know that our listening retention ability is between 7% and 9%. Continue reading

Crucial Conversations – and the free flow of meaning

Three clients indicated that I had struck a raw nerve with last month’s post on crucial conversations and confrontations. Two asked me to conduct coaching discussions. We used examples emanating from their workplaces.

While holding a crucial conversation can be sophisticated, mastering even a few principles can lead to immediate results.  Understanding these principles opens new opportunities and removes the inclination to rather be silent than risking a conversation which could turn out to become very uncomfortable and which might even derail. Continue reading

Creating workplace conditions – in difficult times

My clients know that managers are responsible for creating twelve supportive, positive office conditions which reflect what employees expect from their workplace. If these conditions are present they ensure that it is very likely that you have emotionally-engaged employees – and a well-functioning organisation.

It will still take many months of tough times before life gets better for many – although signs are that the South African economy has turned the corner of the recession for the better.

A certain type of leadership is vitally important in tough times.

Continue reading

Learning and growth – each day

It is possible to purposefully grow your company or organisation on a weekly basis, but it will not simply happen by working harder.

Start with your own learning growth. Company growth is tied to purposeful personal learning and growth.

Think and work smarter.
Continue reading

On finding a new job

A consultant whom I met last week, has a very topical niche market: individuals who have been retrenched or who will be retrenched soon.

What in a nutshell does this consultant do? He runs workshops and his services are retained by owners of companies who have a sense of responsibility and who foot the transition bill.

Continue reading

Survive and prosper

South Africa’s economy is, for the first time since 1992, in a recession.

Many MDs are not doing much about it. They hope they just need to contain costs and wait for the recession to pass. As was recently pointed out by a visitor, a strategy built on hope has little value and these companies will not emerge stronger and more competitive.

A few clients are proactive. Their leaders think anew about the performance of their companies and about how they run their businesses. Continue reading