Things not going quite right with someone you’re working with but you’re not sure how to broach the topic? Worried about upsetting someone, but feeling increasingly frustrated by their behaviour or assumptions?
Too often we allow things that are not working to continue unchecked for fear of damaging our professional relationships – and yet the longer we leave things, the harder they are to resolve.
Conversations that feel hard to initiate are sometimes referred to as ‘difficult conversations’ but they need not be hard. With a shift in how we’re looking at them and a couple of simple tools we can get things back on track. And if we practise having these conversations more often, before issues get harder to discuss, then we can save ourselves a lot of time and trouble.
Stop calling them ‘difficult’ conversations
If we go into a conversation thinking it’s going to be difficult then it’s often a self-fulfilling prophecy. Instead of assuming the other person is in the wrong, and that this will be awkward to discuss, it’s far easier and successful if we approach these as curious conversations.
Rather than assuming the other person is at fault, try staying curious about what the problem is and how it could work better.
Stay ‘curious’
There’s lots of great guidance about effective communication, and I’m a big fan of Marshall Rosenberg’s Non Violent Communication approach from which I’ve extracted some of the key principles into a mnemonic that spells CURIOUS:
Notice context comes first. If we want to resolve the issue we need to avoid the other feeling attacked or blamed, or they are likely to become defensive. If we’ve demonstrated a constructive intention clearly at the outset a (e.g. ‘I’m concerned how X went and I’d like us to think about how we can ensure next time there’s a Plan B in place. When is a good time for you to discuss this?’) we’re less likely to trigger a defensive reaction.
Also don’t skip owning your response. Too often we feel awkwardness about clearly outlining what the issue is for us for fear of upsetting someone. But stating clearly what the impact was on you – what need wasn’t met and how you felt – will help the other understand why this issue is important to you. Without this information there is a risk they might not fully understand why their behaviour is a problem for you and be less willing to change.
Prepare a 3-step conversation
It is useful to think through carefully what we want to say about the impact of the issue on us, and what we’d like to request to be different in future so we can be really clear and avoid inflammatory language that might cloud the issue.
I suggest thinking about a conversation in 3 stages can be helpful:
I don’t recommend that you script the conversation in advance, but a few notes about the key points you want to make and questions you might ask to open up and explore can be helpful.
And don’t forget to wrap up the conversation with some actions: what are you agreeing to? What will each of you do or do differently in future? How and when might you check in that things are working better?
I hope you find these tools useful – if you try them out let me know how you get on. And feel free to share them, please just acknowledge the source and don’t seek to profit from them. Interested to find out more? I run a couple of courses which cover communication skills and styles, difficult conversations and how to give useful feedback – get in touch if you’d like to find out more.
When I first started working with coaching clients funded via their employers, I usually asked the employer to have a very light touch involvement. But increasingly I’m realising the importance and benefit of sometimes inviting the line-manager to be part of the conversations, with clear boundaries. I’ve been writing some guidance for employers and coachees about the options for employer-funded coaching. I’m sharing this below in case it’s useful but also I’d love to hear any other thoughts about ways to involve line-managers or your feedback about things that could be clearer or that are missing from this guidance:
Coaching is a relationship that enables learning, reflection and change. It’s a self-directed process, with the coachee responsible for defining their own version of success and identifying how best they can approach achieving this, with support from a coach.
Practically speaking, coaching takes the form of a series of confidential 1-2-1 conversations. The overall change desired is broken down into a smaller goals, tackled one at a time. Typically individual sessions last 60 mins during which the coachee identifies actions that are then tested between sessions and reviewed in follow-up sessions. The coach’s role is to create a safe and brave space for the coachee to do their best thinking, helping them find fresh insights and options through a combination of support and challenge. For example, helping the coachee notice their assumptions and any self-limiting beliefs that might be clouding their thinking.
Coaching is about enabling the coachee to find their own best solutions from within, rather than advising or guiding the coachee, and is a great way to build confidence and commitment by tapping into the core values and strengths of the individual.
How is employer-funded coaching different?
Employer-funded coaching involves three parties: a coachee, a client organisation and a coach.
Unlike regular coaching where the coachee and coach have a 1-2-1 relationship, employer-funded coaching recognises the interests of the client and a three-way contract is agreed. This covers any specific goals or areas the client wishes to see covered via coaching and clarified how the client will be kept informed of the outcomes of the work.
How can we contract well with three parties involved?
Given confidentiality and clear boundaries are important for enabling trust in coaching it is critical that all parties are clear about and comfortable with the arrangements.
If coaching was proposed to the coachee there may be concerns as to the employer’s intention or perception of their performance that could undermine effective coaching. Reassurance about confidentiality and the principles of coaching can help, although it’s often useful for facilitate a short 3-way conversation in the first session to clarify the context and any expectations or concerns. Typically, I speak with both client and coachee individually then both parties together.
An employer has a duty to ensure their resources are well spent so can reasonably expect to evaluate coaching and will require a level of accountability. It’s important that the coach understands in advance what information might be asked of them so that we can seek permission from the coachee and set appropriate boundaries.
And given a client often has a long-term interest in, and responsibility for, the support and development of the coachee it can be really beneficial to involve the line-manager in shaping and reviewing the coaching. Not all coachees will be comfortable with this involvement, or feel it is necessary, so the question of how best to involve the client needs to be explored as part of the contracting process.
What are the models for employer-funded coaching?
There are a two main models for working with client and coachee – these are described below:
Light touch
There are no limits on what the coaching can be used for. The client might suggest to the coachee how coaching might be used, but ultimately leaves it to them to decide.
Employer feedback and reporting is limited to the number of sessions delivered. In some cases, usually leadership programmes, some basic evaluation information might be requested – this is agreed in advance with coach and coachee.
The line-manger can invite the coachee to share what they are gaining from coaching and offer support, but recognises it is a confidential process.
The coachee is encouraged, where they feel comfortable, to share what they are focussing on and learning via coaching with their line-manager, but this is voluntary.
Partnership model
The client has specific expectations from the coaching. These are communicated directly to the coachee prior to coaching, and/or explored with the coach and coachee together as part of the introductory session. The coach can help ensure these requirements have been clearly articulated so the coachee is clear what is expected. The coach will also negotiate – at the outset – how best progress is reported to the line-manager, with the preference being for this to happen directly and outside of coaching sessions if the coachee feels comfortable doing this. Alternately, the coach can facilitate reporting back to the line-
manager as part of a session, usually at the end of a series of sessions. Involvement of the line-manager aims to offer additional support to the coachee in their development either via the provision of feedback on areas of development or via mentoring and guidance outwith and beyond the coaching series.
Tips for coachees
It is your line-manager’s role to support your development. They may have useful feedback about your performance of development that could be useful to you. Equally they might be able to offer support during or after the coaching. You might find it helpful to talk to them about your coaching as part of your regular supervisions or catch up meetings.
Formally involving line-managers in the first and final sessions can be really helpful – but it is always your choice whether this feels comfortable or useful and it is fine to say ‘no thanks’.
If there is anything you are unclear about in terms of how the coaching. can be used or what will be shared with your employer please ask.
If there is anything you are worried about in terms of confidentiality, context or scope for our work together please let your coach know at any time in the process.
Tips for line-managers
If there is something you want the coachee to improve or focus on then you will need to let them know this directly and clearly – the coach won’t act as go-between as this could lead to misunderstandings and erode trust.
We can however help you carefully frame any feedback you want the coachee to have so it is clear and useful.
Remember that coaching is based on trust and clear boundaries. It’s understandable to want to know what is being discussed and to support the coachee, but important to respect those boundaries and invite the coachee to share only if they wish and when they are ready.
As part of the final session the coachee will be encouraged to identify what has been most useful, what they have learned and what support they might need going forwards. Whether or not you’ve been formally invited to the final session it can be helpful to ask the coachee if there’s any further support they need or you could offer after that session.
Being clear about your values, as an individual or an organisation, can be a very effective way to provide direction. It can also keep you on track: by guiding decisions about what you do and how. Values are like a compass – a simple navigational device you can consult when in doubt about which way to go.
So as a consultant I use values with teams wanting to develop a shared purpose and ways of working. And values can be useful when working as a coach too, particularly around decision-making and careers planning. Values offer an inspiring and simple framework for long-term planning and day-to-day decisions. But sometimes talking about values can feel wishy-washy. There’s nothing less inspiring than having a set of nouns than feel meaningless, or worse still hypocritical, to stakeholders.
In my experience values-based models need to be authentic, accountable, clearly defined and inclusive. Below I’ve set out some of the tools I use with coachees and organisations wanting to be guided by their values.
Authentic: values aren’t invented, they need to be surfaced
The first step is to identify the values and for individuals a simple way to do this is a questionnaire.
For groups the process needs a little more structure to ensure all voices are heard. For example, this week I’ll be using Appreciative Interviews with a client team to surface their values with by sharing stories.
I’ve noticed that certain values seem to be fashionable with arts organisations (e.g. Creativity, Excellence and Diversity). But it’s important to be honest about what really matters, what defines your organisation, what guides your decisions, what is your bottom line? When you’ve drafted a short-list double check: does this capture our essence? Is there anything missing? If the list is more than 4-5 values then ask yourself – which are the key ones?
Clear: values need to be defined and embedded
Linguistically speaking values are abstract nouns, so not surprisingly the words alone can be somewhat… abstract! At worst values can be open to interpretation and mean nothing or are so vague they don’t guide you. So values need be defined – we need to ask ourselves ‘what does this value mean for how we work’?
Once you have a shortlist I suggest drafting a 1-2 sentence definition of what that value means in practice. It can also be helpful to include some of the core behaviours that demonstrate that value in action.
For example – one of my personal values is ‘Challenge’ and I define it like this: ‘wanting to create positive change, actively challenging inequality, constantly seeking to improve’.
In terms of my behaviours I think embody that value that are relevant to my work, I came up with: Not being afraid to challenge those in power. Working with clients that embrace learning via mistakes above playing it safe.
You can download my guide to defining values, which includes an example from Ripon Museum Trust, an independent museum I supported to define their values a few years ago.
Inclusive: everybody needs to be involved, and the values need to make sense to everyone
If you’re developing a values-based approach within an organisation, especially if you’re using values to inform change, then it’s crucial to involve everyone in shaping the values.
At Ripon Museum Trust a task group of volunteers, staff and Trustees created a first ‘draft’ which was shared and refined by the wider organisation. This ensured the values resonated and could be usefully applied across everyone’s role. The kind of questions we asked were: do these values sum up what is special about RMT and important about what the organisation does? What examples can you find of these values in action now? Where do we fall short – and what would living the values more fully look like to you?
Accountable: values can be aspirational, but we need to work at ‘living’ them
It’s OK for not to be living your values 100% of the time yet. Values need to be credible but they can be aspirational too. In fact articulating your values is a great way to approach organisational change.
A good exercise for noticing whether you’re on track as a team is a simple ‘As Is/ To Be’ analysis. This involves describing together where you are now (‘as is’) and where you aspire ‘to be’, taking each value in turn. Once you’ve shared your collective wisdom as to how you’re doing, and discussed any differences of view, you can start to generate options as to how to improve.
In a coaching context, I often suggest looking at values as part of career planning if clients are faced with competing options or not sure whether the path ahead is the right one for them. I’ve developed this simple tool to help.
So – am I walking the talk? How have I used my values recently? I tend to look at them anytime I’m reflecting or planning. For example, when I was thinking about my budget for 2021 my value of Care led to the decision to continue to offer Pay What You Can coaching and also to make available free resources and tools online.
At the end of the day though, just like my compass, I think our values really come into their own in a crisis or when you’re feeling really unsure about your ‘path’. In the hills I mainly use my compass when the mist comes down and I can’t see the way ahead. And in times of massive disruption to how we normally work values can help us make bold and creative decisions too.
It’s raining outside as I write this but I would love to be out there running right now. These days I rarely need to motivate myself to lace up my trainers, but for many years it wasn’t like that. So I’m going to tell you a story about running, but it’s not really about running. Instead I want to illustrate what I’ve learned about motivation and how to tap into it. You might hate running – and I’m really not aiming to convert you – but running is how I learn a lot of my life lessons. The secrets of endurance running certainly helped me get through the LockDown.
Over time the reasons I run have changed
When I started running in my 30s it was because I saw it as a way to lose weight. I’d been relatively fit before having kids but gained weight with both pregnancies. I’d run a few times a week to try and get back into my favourite jeans.
I entered a few 10km races to encourage myself to train more consistently. Without a race to aim for I’d not get around to training. This motivational technique is called ‘accountability’ – holding yourself to account by committing to things (or people). It wasn’t easy to fit running in at that stage in my life, there’s always a lot to do when you have small kids – and you don’t have a lot of spare energy. I didn’t really enjoy running much at this time, I had been a decent runner as a kid and plodding round slowly wasn’t great for my self-esteem. But when I entered a race, I usually managed to go out and run a bit more.
Carrot and stick
This is classic ‘extrinsic’ motivation – also known as the ‘carrot and stick’ approach. We encourage ourselves and others via rewards and threats. You tell yourself ‘if you don’t run you’ll be fat, if you keep running you’ll get back into your jeans’. It rarely gets the best out of us – and we rarely enjoy the process. If you hate running, it might be because you’ve done it for extrinsic reasons (get fit, lose weight, because you feel you ‘ought to’).
Research shows extrinsic motivation can be damaging to performance at work. It can reduce creativity and the levels of threat or reward needed to keep producing the same results have to increase over time to produce the same results. But in the short-term in can help with unpleasant tasks we don’t much want to do – like running!
I accidentally discovered the limitations of extrinsic motivation when I once bribed my kids to wash my bike for me. They were about 5-6 years old at the time, and offering them 50p for the job that seems like a good deal to me. It worked like a dream the first time and I thought I’d cracked parenting (and keeping my bike clean). But next time I asked them to clean my bike the youngest just shrugged and demanded £2.
Tapping into intrinsic motivation
So if carrot and stick is a bad idea, what works better? Research tells us the trick is to find a way to satisfy your inner motivators: mastery, purpose and autonomy. I didn’t realise it at the time but I was about to tap into mastery and purpose in my running.
I’d always wanted to do a marathon. So I decided to set myself a bigger challenge and enter a half marathon (a sense of purpose). I also set myself the target of doing it in less than 2 hours: a respectable target for a woman in my age group (ie slightly past it, athletically speaking). And I was chuffed with myself when I crossed the line in 1:56 – I felt I had done well (that’s mastery kicking in). A year later, I stepped up to train for my first marathon. I had wanted to run a marathon this since being inspired by Ingrid Kristiansen in the 80s (purpose again). Even the training felt exciting – each week the ‘long run’ in my training schedule became longer than I had every run before. Every week I was pushing myself – it was the first time I’d run 14 miles, 15 miles, 18 miles… each week felt like a new achievement (that’s mastery fuelling me, although at the time it was mainly tea and Haribo Starmix).
Again I set myself a target time – I wanted to complete in sub 4 hrs, which is considered a respectable marathon time for a beginner at my age. Paris was a good choice – a glamourous route around a city I love – that helped too (purpose – ‘any excuse to go to Paris’ I thought).
Carrots aren’t always bad for you
I crossed the line in 3:56, delighted. I had achieved my goal and work and family commitments meant I didn’t run regularly after that for a few years until I met two new friends who had just entered the York Marathon. I joined them for some of their training runs. But cheering Julie and Miyako on race day I wished I was racing not stood on the sidelines. My extrinsic motivation had been re-activated. I thought I could improve on my PB (mastery). This drive to improve saw me running at least two marathons a year for the next few years. Each time the desire to achieve a faster time helped me finds the will to make space in a very busy working-mum diary to fit in 4-5 runs a week of up to 20 miles.
Extrinsic motivation has limitations but isn’t all bad – there were times when that competitive edge drove me to dig in and perform better. One time I had set off a too fast in a race and suddenly I hit the infamous ‘wall’ around 22 miles. I went from striding easily with confidence to slowing suddenly, feeling like my legs were made of a strange combination of jelly and concrete. I reached my lowest point around mile 24 when a runner in a Bat Man costume overtook me and something snapped (pride, I think) so I dug in to beat the caped-crusader, also managing to set a new PB and qualify for London and Boston marathons.
Running for the joy of it
As a runner there comes a point when you stop getting faster, especially if you start running in your late 30s. So how do you keep running when you aren’t getting better any more and so mastery can no longer motivate you?
A few years ago my appetite for yet another gruelling 16-week marathon training schedule, where success or failure on race day rested on fine-tuning my pace by a few seconds here or there, started to wane. And few road race courses are as inspiring as Paris. Slogging around ring roads of cities and towns in huge groups; queuing for loos at the start – none of this appealed any more. So I got more and more into smaller races and off-road running. After doing a few 10km and 15km trail races I entered my first trail Ultra – a 55km loop around the Lakes. I’ve since gone on to do a 50 mile mountain race and run the 191 mile Coast-to-Coast route.
Increasingly running has become about the places I go and the people I run with – both for training runs and events. When my husband enters a big race in the alps I go along for 3-day training runs in those magnificent hills to help him prepare (purpose). And I have had many weekends away racing in the Lakes over the last few pre CV19 years with my friends. Instead of being about the races, running has become just the medium for getting into the hills with my mates, enjoying fresh air, visiting new and amazing places. My purpose and motivation has shifted – although I’m wise enough now to tap into that extrinsic motivation when I need to get up a big hill!
Making the most of motivation
Looking back on my relationship with running I can clearly see how intrinsic and extrinsic motivation has helped me, and deserted me, at times.
Understanding what can motivate us can be incredibly helpful at work, and in life. Many clients I’m working with as a coach will find themselves puzzled as to why they seem to have ‘lost’ their motivation. Managers of teams and organisations often wonder how they can motivate others better, or puzzle at why those around them are less enthusiastic or committed than them. Assessing those intrinsic motivation factors usually quickly helps us pinpoint the problem and generate ideas about how to fix it.
There are two lessons for me around motivation and how we can use it:
1. When possible, tap into intrinsic motivation: mastery, purpose and autonomy
Intrinsic motivation is like Green energy. It’s renewable and it doesn’t cause bad side effects. So wherever possible, stick to intrinsic motivation.
If you’re feeling less than excited about something you need to do simply ask yourself which of these ‘ingredients’ is missing and what options you have to increase them:
Autonomy – what would offer you more freedom around how you do this? What can you control? What are you assuming about how it needs to be done? Do you really have to do this?
Mastery – where is the opportunity for growth, learning or development? Might this task help you secure your next job or contract? Is there something you could usefully learn from this project that might be helpful for another area of your work?
Purpose – what could you achieve through this that would have meaning for you? What would it take for you to feel successful?
The same technique applies to those you are working with. If they are less excited about something than you, put yourself in their shoes and ask yourself how could I offer them more opportunities for autonomy, mastery or purpose? What might I be doing that gets in the way – am I being too controlling or prescriptive? Am I asking them to do something without explaining why or something they don’t think is useful? Am I expecting people to work in a way that doesn’t offer a chance to do things well and develop? Or better still, have that conversation with them directly.
2. Use the carrot and stick sparingly
There will always be times when we need that extra nudge to want to do something hard, boring or repetitive – and that’s when extrinsic motivation can be useful.
I often plan my longest, hardest training runs to finish where I can refuel with a hearty brunch or, better still, fish and chips. In a work context, sometimes it can be as simple as doing the tough task first in the morning, so you can then ‘enjoy’ the rest of your day. Or give yourself an incentive – once I get these invoices done I can have a cup of tea.
Habits are another way of motivating ourselves to do things we know we ought to (but find ourselves reluctant to do). The more we can ensure helpful behaviours become habitual, the more likely we are to stick to them.
We all have days when we feel more motivated than others, and parts of what we do that we enjoy more than others. Extrinsic motivation can help with those ‘necessary evils’ in life and at work, but we’ll get more done when we discover our intrinsic energy. Understanding motivation so we can spot what’s missing, decide what type of motivation to tap into and generate some ideas about how to grow our intrinsic motivators can help us get the best from ourselves, and other people around us.
Want to master your motivation? Get in touch for a chat about how coaching might help.
A lot of us at this stage in the pandemic are – frankly – knackered. We have very little energy left – so we need to use it wisely.
So I’m going to offer five tips and ideas about the small things that I think can make a big difference. Small can be beautiful, but better still, small is do-able!
1. Treat yourself to a 15 minute review
One recent study found that as little as 15 mins a day refection can increase your productivity by 20%. Put another way, unless you find an hour to review how things are going Mon-Thu, you’re wasting your time working on Friday!
As well as generating learning I also find reflection motivating. Whether things have gone well, or been a bit of a disaster, working out what I got right and what I’ll do differently next times always means I feel better.
And it can be as simple as asking yourself a short set of reflective questions like these.
2. Prioritise with the impact/effort matrix
Too many ideas? Don’t know what to do first? Then look no further than the impact/ effort matrix.
Use the 4 boxes on the grid to sort all your options and ideas into impact they could have (high or low) and the effort it would take to achieve (high or low). Focus on what’s in the high impact/ low effort box first. And think very carefully before embarking on any of those high effort ideas….
3. Set yourself up for success
One of my highlights of this month has been conversations with my fellow coach Isabel Mortimer with whom I’m co-designing two new short courses around leadership, teams and coaching – you can find out more about these here.
We’ve been discussing what underpins successful leadership and how the principles and techniques of coaching can be used by line-managers and teams. It struck me that in coaching we’re much more explicit about boundaries, expectations and ways of working than is often the case in the workplace – maybe some of these coaching questions would help you be clear about what you’re doing and how and help you be more productive?
Taking 5-10 minutes to ‘contract’ in our meetings with others can help ensure we get off to the most productive start with new projects, or review and realign those already underway.
4. Shake up your brain
It might seem counter intuitive if we feel tired, but a bit of physical activity actually perks us up when energy runs low. It’s really easy when we’re busy to chain ourselves to the computer – but our brain functioning has been proven to increase if we take short breaks.
Anecdotally I have noticed that if I’m stuck with work going for a run or walk often leads to fresh thinking – I like to imagine the movement shakes up my brain, but I’m sure there’s probably a proper scientific reason why this happens. I’ve also learned a huge through being active – as I’ve shared before in my post about how lessons of endurance sport apply to getting through Lock Down.
5. Get into some good habits
I was unfortunate to catch COVID at the end of June (despite being fully vaccinated) and I’m still feeling very tired as a result, so one thing that’s been on my mind a lot this month is recovering full health. Wellbeing is a topic that comes up plenty in coaching too, and I wrote a short blog post to share some tips about creating habits. Whether you want to create some good work habits, or some healthy habits for wellbeing these tips can help embed new ways of doing things.
Recently I had an enquiry about help maintaining commitment of a team through a period of long-term incremental change.
Creating a big change can be dramatic and our excitement can provide the energy needed to make it happen. Incremental or ongoing smaller changes are just as important but need resourcing in a different way – excitement can only get you so far.
I’ve been involved in helping people create change for over a decade and one of the lessons I’ve learned is that it usually takes (a lot) longer than you think. And sometimes we run out of steam to fully complete what we started. So how can we keep going, how can we maintain our momentum?
This question about maintaining energy for change struck a chord with me. Not only as a coach, but also as someone involved in endurance sport I often find myself helping others keep going, literally and metaphorically. Yesterday Facebook reminded me it was 3 years ago this weekend that I ran alongside my friend Miyako through the dark on the last leg of a 60-mile ultra to help her keeping going. Later this evening I’ll be packing my kit to support another friend on another endurance adventure in the dark this weekend. So before I go and look for my head torch and compass, here are some of my favourite resources around keeping going professionally.
Be clear what you want to achieve (and why)
Research tells us a clear and exciting goal is more likely to happen than a vague or bland one. The ExACT goal-setting model is a great way to generate clarity and energy. Write your goal down, look at it often, and make sure what you’re doing every day contributes to it.
Give yourself some feedback on how it’s going
Reflecting on how things are going has two main benefits: it helps us learn about what works (and doesn’t) and therefore improve in future, but it also can help with motivation.
Reflection needs to focus on what’s within your control, to be honest, appreciative and future-focused. The questions I use most often with coachees to help them reflect can be found here. I also regularly ask myself these same questions and without fail I find they help me feel more motivated and confident.
Pace yourself
Endurance requires us to move at a pace we can sustain. In a work sphere that means not trying to achieve too much, too quickly. This sounds simple but by Monday 5pm each week I’ve usually forgotten this and worn myself out….
A very simple tool we can use when we have too much on the ‘to do’ list is to prioritise: what needs to happen today; what can wait until tomorrow, or next week or month; what could wait until next ‘term’. Try listing out each task on a separate Post It note and moving them into different time zones on a big sheet of paper.
Get some peer support
Finally, whilst there is a lot we can do to motivate ourselves – we can do more when we support and are supported by others. Mutual support is part of the ethos of long distance running (like the Bob Graham Round that I’m supporting this weekend).
For anyone looking for peer support (and learning) you might be interested in joining an Action Learning set. I offer ‘open’ Action Learning sets about 3 times year, and the next one will be starting after Easter 2022 – sign up to my newsletter to hear more once dates are fired up, or get in touch.
Right – I’d best go and pack. In the meantime there’s only a few weeks now until we launch the first of the new courses I’ve co-designed with Isabel Mortimer so if you’d like some new tools and skills to help you a great manager or be a great team leader don’t miss these courses.
We use cookies on our website to give you the most relevant experience by remembering your preferences and repeat visits. By clicking “Accept”, you consent to the use of ALL the cookies.
This website uses cookies to improve your experience while you navigate through the website. Out of these, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. But opting out of some of these cookies may affect your browsing experience.
Necessary cookies are absolutely essential for the website to function properly. These cookies ensure basic functionalities and security features of the website, anonymously.
Cookie
Duration
Description
cookielawinfo-checbox-analytics
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Analytics".
cookielawinfo-checbox-functional
11 months
The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Functional".
cookielawinfo-checbox-others
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Other.
cookielawinfo-checkbox-necessary
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookies is used to store the user consent for the cookies in the category "Necessary".
cookielawinfo-checkbox-performance
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Performance".
viewed_cookie_policy
11 months
The cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. It does not store any personal data.
Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features.
Performance cookies are used to understand and analyze the key performance indexes of the website which helps in delivering a better user experience for the visitors.
Analytical cookies are used to understand how visitors interact with the website. These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc.
Advertisement cookies are used to provide visitors with relevant ads and marketing campaigns. These cookies track visitors across websites and collect information to provide customized ads.
Recent Comments