One of the biggest blessings in my life is that I get to be a part of people’s stories of success and failure. When I first started working with Carolyn, I was impressed by her kindness, generosity and genuine interest in having positive relationships with others. Our conversations soon turned to feelings of helplessness.
She had been a solid achiever over many years and even progressed to senior leadership. She was the mother of 2 young children and her husband was the main carer for their little ones. She had the responsibility of financially providing for the family.
One morning she met with her Manager for what she thought was a routine meeting. “The organisation is restructuring, your role is being made redundant ………………and there are no redeployment opportunities”.
Well it only took two days into the new year before the #resolutionfail hashtag began trending in social media. While hundreds of millions of people around the world have made new year’s resolutions, 30% of people who made them have already given up on them! [StatisticBrain.com]
Many will stick to theirs for a while longer. Two-thirds won’t make it past the first month. Less than half will still be going at it after six months. But only 9% of people who set new year’s resolutions will actually be successful.
Recently I was working with a client and she shared with me that she “Couldn’t see the forest for the trees”. She was working on a change program and feeling quite disillusioned and unclear on where she should be right now and where she should be going.
I shared with her my Goal Setting tips to help her be more productive and get results. She used these tips to set some goals and she then started to see the light at the end of the tunnel.
If you would like some tips on how to set goals and get results, then download my Worksheet about goal setting.
I was working with a client on a large change project and he was sharing with me his frustrations with how busy he was. Together we realised that he was focusing his time on lots of different tasks that were not necessarily his top priorities.
I was on a coaching call with a client recently and she was telling me that her head was spinning from all of the new things she had been learning as part of a business transformation project. She felt like she wasn’t going forward and her wheels were spinning. She was talking about the discomfort that she had with all of the change going on around her. I shared with her The Learning Zone Model.
This model helped my client to realise that she had moved into the panic zone and had become immobilised and unable to learn. She needed to take smaller steps to continue to grow and develop and stretch herself.
If you want to get yourself into the the learning zone so you can continue to grow and develop then download my Learning Zone Model.
I was on a coaching call with a client recently and he was sharing with me his frustrations with the way his team was behaving. He was focusing on things that were completely outside of his control.
I shared with him Steven Covey’s Circle of Influence, Circle of Concern model.
This model helped my client to determine the things that he could really influence and where he should focus his time and then decide what things were completely out of his control that he needed to let go of.
If you want to be able to do this too, then download my Circle of Influence worksheet so that you too can focus your efforts where you will get the most value.
During change leaders often ask me ‘Why aren’t my people motivated?’ and ‘Why are my high achievers leaving me?’
Engaging and motivating people does not have a one size fits all approach or solution. Max Landsberg’s Skill Will Model helps to understand why people aren’t motivated. To motivate under-performers, you first need to understand if it’s skill or will causing their under-performance.
To keep your high achievers motivated, you need to empower them by delegating work and responsibility.
As change becomes the norm, people seem to be realising they need to focus on making progress versus achieving perfection, or they will be left behind.
Our children were away over the school holidays. Peter and I planned a day of gardening so that we could establish a yard that was easier to maintain. Peter had some brilliant ideas on design, plant inclusions and landscaping, and I loved all of them. “Great, let’s do it!” I said.
I have been hearing people talk about their level of discomfort when they’re learning new things. “This is too hard”, “I’m totally confused”, “My head is spinning”, “That’s embarrassing”. I remember a coach saying to me once, “If you’re not uncomfortable, you’re not learning and developing”.
I worked for almost two decades for one organisation. I had a variety of experience over that time as I worked in various business units, across multiple roles, in different functions, and on many projects. However, I got to a point where I felt I mastered many of the skills and behaviours that this organisation recognised and rewarded. Tasks that I once found difficult or challenging were very easy.