Archive for the ‘Executive Coaching’ Category

Getting honest about trust

September 17, 2013

I recently had lunch with one of our clients, the chairman of a large global bank. He told me a story about a call he recently took from a head hunter, who wanted some advice on his list of potential candidates for the CEO role at a competitor bank.

The client, being a generous man, spent an hour and a half on the phone giving his opinion on the 30 or so candidates. He didn’t personally know all of them, but, in a tight-knit industry, he immediately knew who was an instant write-off and who would be a better fit. What on earth, I asked, could he have conveyed about these top-level execs for this incredibly important role in just a couple of minutes?

 “Well,” he replied, “I basically said whether I trusted them to do the job or not.”

For me, that conversation was a powerful reminder of how many important events in our life occur because of stuff people say about us when we’re not in the room.

Imagine you’re applying for a job in a different part of your organisation. You send an email to your potential new boss. What’s the first thing your potential new boss does? Asks your current boss for their opinion. They’ll probably take more than a couple of minutes, but in that brief conversation they will say whether or not they think you’re right for that job. No matter what comes after, that one initial exchange will have been a key decider in your future career.

The single most important emotion in these conversations and decisions is trust.

The degree of trust people place in us – to get a job done, to support them in a crisis, to show up to lunch on time – influences our lives in ways that are often completely out of our control. Most trust judgements occur without us having any consciousness of them, but they have a profound impact on where we end up.

If you don’t trust your partner, however great your relationship may be on the surface, it will eventually fall apart. If you do trust your friend, you’ll let them get away with an awful lot, because you know they’ll come good in the end. This is just as important in business as it is among friends or family. If you trust your leader, you’ll give them your all, because you know the effort will be reciprocated. If you don’t, you’ll always be trying to protect yourself, afraid that your work will go to waste. And these attitudes directly impact on the performance of the organisation as a whole.

Over the past few years we’ve been inundated with scandals in the press featuring people in senior positions making untrustworthy decisions. This year’s Edelman Global Trust Survey interviewed 31,000 business people across 26 different markets and found that banks and financial services are the least trusted organisations of all. The same negative feedback has been found for leadership; only 38% of people trust what a CEO is saying about their own organisation.

Lack of trust is obviously a huge organisational issue; in fact, I think it is the most important challenge we currently face. So the big question becomes: what can we do about it?

In the meantime I’ll be sharing my own thoughts in three articles, kicking off with what I see as the first essential step, removing your trust blinkers.

Start noticing the unquestioned low trust behaviours that happen within our businesses every day. Immerse yourself, become a trust detective. Begin by spotting how common, and commonly accepted, low trust behaviours are. Here are my suggestions for some good places to look:

  • Corridor conversations – It’s amazing how often there’s silent consensus ‘in the room’, followed by long and angry dissections outside the room with zero accountability or action.
  • Gossiping – We all hate the thought of people whispering behind our back. But be honest: How many times have you heard or participated in a good gossip?
  • Self-serving decisions – People may claim that their decision is the best thing for the company, but their true motives are crystal clear.
  • Do as I say, not as I do – My personal bugbear! Leaders talking the talk but failing to walk the walk are all too common. This is a trait of many organisations that score ‘superficial’ on the trust barometer, where leadership is a title, not a behaviour.
  • Incompetent leaders – How many of today’s leaders lack either the technical competence or the people skills to do what is expected of them? If you have a culture of high trust with continual feedback and development, it’s not such a problem. But in low trust organisations people work around their incompetence in a miasma of fear
  • Meeting mania – Low trust manifests in general ineffectiveness. Too many people are involved in decisions for fear of ‘leaving someone out’. Decisions are constantly deferred in case they are wrong. Everyone fights their own corner. Inertia ensues.
  • Low accountability – Blaming others, not owning up to mistakes, not holding poor performance to account, silos, inter-department warring…you know the drill.

So, now you’re seeing the trust issues clearly, what can you do?

Look out for the second article in our trust series, coming next week. In the meantime, I look forward to hearing your own thoughts on how to spot the trust underbelly in your organisation…

You can share your own stories on twitter #DoTrust or through our LinkedIn group Blue Sky Performance Improvement and of course your own blogs and social presences.

Elke Edwards - Blue Sky Performance Improvement Elke@BlueSky

Could 50 Shades of Grey help your learning stick?

July 31, 2012

It was the conversation over a coffee with friends that made me brave my local bookshop and buy the hottest book of the moment – 50 Shades of Grey.

Even my husband when he saw it in the bedroom (I’d hidden it under a copy of Infinite Jest, another novel I’m trying to get through) cried out “not you as well?!” Yes, it seems that everyone on his commuter train and beyond are mesmerized.

So it made me think ‘wouldn’t it be great if we could design and launch a learning programme that would have the same impact as 50 Shades of Grey?’ A programme that employees would clamour to sign up to and evangelize with their colleagues about the content and learning.

Perform - Handcuffs - Blue Sky Performance Improvement

I am not advocating that learning interventions should involve porn, bondage or domination, just the sentiment that we need to keep designing creative and exciting content to capture employee’s imagination to make learning stick.

And so the Blue Sky 50 Shades of Learning was born by asking our staff to email their lighthearted take on the book and the world of learning. Here are our top 10 for you to enjoy and we want to find the 40 best others from out there in the learning community to make up the 50. If you’d like to send in your contribution, please email hello@blue-sky.co.uk and the top three winners will receive a bottle of Jo Malone perfume or cologne (no handcuffs or gimmicks are involved in this offer!)

The Blue Sky Top 10 Shades of Learning

“Make me cry like I’ve never cried before!” he screamed. “Alright” I said and made him read the entire works of Tom Peters.

“I am your master and you will perform everything I say” …it was then I knew it was time to leave the CIPD.

“I’m curious” he whispered. Never had she felt so deeply probed. She felt exposed from all angles; naked, yet strangely liberated and safe. “So” she said silently to herself, “this is how 360 degree feedback works.”

Wearing my seductive skimpy schoolgirl outfit, I gazed around the room. How was I to know that that was not what they meant by classroom learning?

Once I knew his seven habits…I was disgusted.

He felt his net promoter score rise as she whispered down the phone “thank you, that’s the best customer service I’ve ever experienced”.

My heartbeat raced as I heard him suggest his embedded learning methodology would be different to anything I’d ever experienced before…

He brought a new meaning to the phrase “yes, we can plug the leak in your sales pipeline…”

His PowerPoint presentation was the longest I had ever seen. Slide after slide after slide after slide of animated ecstasy. I died a thousand deaths before I fell into a deep untroubled sleep.

She lay back, disappointed. It was all over so quickly. “Oh” she said, “that’s what you meant by accelerated learning!”

Briege@Bluesky

Briege Kearney - Director - Client Development - Blue Sky Performance Improvement

www.blue-sky.co.uk

Blue Sky Performance Improvement

Making Training Stick

April 2, 2012

Lots of organisations now spend thousands or even millions of pounds on training programmes every year. But how many of them actually stick, how many make lasting performance differences or behavioural change? Whilst you reflect on that question, let me share with you one reason why many training programmes are not as successful as they could be. That is they are not followed up immediately after the training, they are not consolidated.

If you have ever been on a training course or seminar before, I am certain you will know what I am talking about. You turn up at the venue and the course may even extend to 2 or 3 days. During that time you are mixing and mingling with either colleagues in the same large corporate company or a mixture of people from different companies and backgrounds. There is usually a buzz about the place as the course progresses and in some instances it can be quite entertaining.

What happens next? Still slightly high on the euphoria of all the new tools and techniques you have picked up, you go out with a renewed kind of vigour, desperate to try them out. Then after a few days, at best, maybe a few weeks the lift has almost gone completely and you find yourself slipping back into that fabulous recognisable comfort zone. Is this starting to sound familiar?

Sustain - Blah Blah Blah - Blue Sky Performance Improvement

So what is it that happens and why, in most cases, does the training not deliver the return on investment that you would expect? A huge part of this challenge is down to something called the Ebbinghaus Effect. Please allow me to explain.

Hermann Ebbinghaus carried out the first experimental investigations of memory in Germany from 1879 to 1895. He discovered that our ability to recall information shows a rapid decrease over a very short space of time. After just a few hours, more than 60% of information is lost. A frightening thought! The decline in recall then eases slightly but, even so, within a month, more than 80% can no longer be recalled. His now famous results are known as the Ebbinghaus Curve of Forgetting. So you see, it’s not necessarily the training itself, it’s just the natural human trait of forgetting.

A cause for concern maybe? Let’s look at the possible implications. On a course spanning 3 days, more than 50% of the information given on days 1 and 2 will be lost before the training has ended. A further 50% of day 3 could be lost on the drive or flight home. Now start adding those lost days and attach a monetary value to them.

Ebbinghaus Curve of Forgetting Diagram - Blue Sky Performance Improvement

Imagine in the world of sports, would a Premier league manager give a team talk about strategy in the boot room and then not practice that in a game situation? Would a tennis coach tell you how to improve your forehand in training and then wait until a competition to check whether you have understood it? Training is just the beginning, to truly master a skill in particular takes lots of practice, and some say 10000 hours to master any skill. Lots of training does involve role play and real play activities, which are great for practicing. But real plays are not the real world, it is a bit like swinging a tennis racket in training without the ball or court to practice your forehand, but until you practice that forehand in a real situation with another player and then practice it when it really counts in a competition you cannot test whether you have made improvement and changed your swing. It is the same with delegates, you can start the practice of skill or knowledge transfer in the training room, but you must follow it up with practice in the real world with the ball (customer) and the court (the work environment). We call this practice consolidation. So what do we mean by this?

This is about taking the opportunity to practice and receive further feedback and coaching. The purpose of consolidation is to practice what you have learnt and seek additional feedback and coaching, to refine your skills and address any issues that may prevent you from transferring what you have learnt. To make sure you have the time to practice, polish and improve your skills.

Let’s think about the steps to learning, how do you move people to conscious or unconscious competence? Is this achieved in training? I would argue at best you move people to conscious competence. To really master the skill or apply the new knowledge effectively will take hours of practice. Unless the quality of this practice is monitored and supported, lasting change will not happen, people will slip back into their comfort zones, back into old bad habits and back to unconscious incompetence in some cases. This is where consolidation comes into play.

Top tips

Here are just a few things you could do:

  • Get your line managers to attend the training, so they fully understand the skills or knowledge that needs to be embedded
  • Create a Training Sustainability / Stick ability Plan –  Build in time to work with all stakeholders to achieve this, focus on what will make the training stick and consider what road blocks might make it fail
  • Communicate to the rest of the business what training is taking place
  • Build consolidation, resource and time, into your training budget
  • Ramp up your coaching activity for 6 weeks post training
  • Introduce ‘coach the coach’ activity, there is no point ramping up coaching if the quality of the coaching is not there
  • Start to consolidate your training, this means trainers and leaders spending time immediately after training coaching delegates in the live environment to help support them to embed the learning
  • Align your quality process with what is being trained
  • Plan ahead, ensure that there is significant time set aside following training for line managers to consolidate training
  • Provide trainers with coaching skills necessary to embed the learning back in the real world
  • Train your trainers on how to feedback in the real work environment
  • Conduct post course de briefs at regular intervals, to see how delegates present back what they have learnt, how they have applied their learning, what the impact has been and what the next steps are
  • Review action plans, where delegates committed to learning actions in training
  • Conduct post course surveys, following Kirk Patrick’s learning evaluation model
  • Conduct a TNA two months after training to benchmark skill / knowledge transfer and application compared to pre training TNA
  • Measure the quality of your consolidation activities through surveys
  • Measure ROI, link success to training
  • Celebrate success, recognise people for performance improvement and most importantly, behavioural change
  • Catch people doing things right, fill people’s emotional bank accounts and build their confidence
  • Introduce behavioural coaching, to help people address limiting beliefs and breaking old habits
  • Nudge your team post training, provide them little nudges that support key messages in training
  • Conduct skills drills, use team meetings to focus on specific skill areas
  • Test retention of knowledge 4 weeks after training, not just at the end of training
  • Build in refresher training post course, make this modular and focused on areas where delegates are struggling or need advanced skills to take them to the next level

There are many more things you could do, contact me if you want further thoughts or ideas. The key thing is to remember that learning is a continuous cycle, unless businesses stop thinking of training as isolated interventions….. training will not stick. So next time you roll out a training programme ask your self:

“Will the investment I am making be worthwhile or will the Ebbinghaus Effect take its toll?”

Sean@Bluesky

Sean Spugin - Blue Sky Performance Improvement

www.blue-sky.co.uk

Blue Sky Performance Improvement

I wonder…

March 21, 2012

I was listening to Start the Week on Monday when the programme was exploring the issue of middle age.  That weekend, I had just watched the Best Exotic Marigold Hotel and had laughed and cried my way through it and so I was just in the right space for thinking about how I was approaching my middle years (I’m 47, by the way)

On the programme, the poet Simon Armitage said that he thought it wasn’t wisdom that we should focus on cultivating in our middle years but rather the quality of wonder.  I really liked that and it got me thinking  about what it might be like to bring an attitude of wonder to our work…

When running a leadership development programme, I always encourage leaders to approach their learning with curiosity so that, rather than saying ‘damn, I didn’t get that right’ they’d be more likely to say ‘mmm, interesting, I wonder why I did that… ’.  And that leads me to think about how much more we might get from our daily experiences if we took that attitude in our daily life…we’d be more likely to  increase our levels of self awareness, for sure, and I reckon it would feel a lot kinder too.

Flower - Discover - Blue Sky Performance Improvement

There’s a Chinese proverb that says ‘a truly great person never puts away the simplicity of a child’ and I think the same can be said for the sense of delight and wonder they have about the world around them.  My mindfulness practice has taught me to, every so often, really savour a moment and soak up the experience. So it could be that, in between rushing from one meeting to the next, you take a minute (yes, even you can fit a 60 second pause before that next meeting…) to stop and look at a flower (no, not hug a tree…just look at a flower), whether it’s in a display or outside, and really be amazed at the intricacy and beauty of what nature produces; or to really taste the different flavours of the tea in your cup and think about where that tea came from, who might have picked it, what his or her life might be like or who stacked the box of tea on to the shelves in your local supermarket.  How often are we really IN each moment, allowing ourselves to notice what’s wonderful?

There’s also a sense of wonder that we connect to when we do something for the first time and have a new experience.  For many of us, we have chosen to stay in some well trodden paths in our lives (dare I suggest that they may have become ruts…?) and we can realise with a jolt that it’s been a while since we did anything new.  Does that resonate for you? So whether it’s taking that ballroom dancing lesson that your partner has been wanting to do,  taking a new route to work or popping into the art gallery down the road in your lunch hour, try and build in something to your day that is novel and may well create an opportunity for wonder…

So, thank you Simon Armitage for reminding me about what’s important.  And I’m also going to buy The Best Exotic Marigold Hotel on DVD to remind me how to embrace my middle years , and beyond, with wonder.

Helena@Bluesky

Helena Clayton - Blue Sky Performance Improvement

www.blue-sky.co.uk

Blue Sky Performance Improvement

Receiving Feedback

March 13, 2012

Often the forgotten part of the feedback process, but for me the most fundamental part of creating a feedback culture is to help people understand the principles of receiving feedback. Some people experience feedback as criticism and do not want to hear it.  Others see it as crushing or a confirmation of their worthlessness.  Others only want to hear positives and nothing that might suggest imperfections. Other people view it very differently – accept feedback however, even if it is sometimes disturbing believing they can grow from it. It comes down to whether you believe feedback will harm you or benefit you.

Think of a time you responded well to feedback.

What did you do? 

Think of a time you responded badly to feedback.

What did you do? 

One of the problems for some people with regard to receiving feedback is that they only know how to behave as a ‘feedback victim’ rather than take responsibility for receiving feedback as well as delivering it. We do not always have to accept feedback, or the manner which it is delivered.  We all have the right to disregard feedback and we can expect feedback to be given in a respectful, supportive manner… but even delivered badly, we may be able to learn. Best practice for receiving feedback – what do we want to do?

Positive / Open Style

  • Open – listen without frequent interruptions of objections
  • Responsive – willing to hear what is being said without trying to turn the tables
  • Accepting – accepts other persons point of view without denial
  • Respectful – recognises the value of what is being said and the speakers right to say it
  • Engaged – interacts appropriately with speaker. Asks for clarification
  • Active listening – tries to understand the meaning of the feedback
  • Thoughtful
  • Interested
  • Sincere – wants to make personal changes if appropriate

Negative / Closed Style

  • Defensive – defends personal actions, frequently objects
  • Attacking – verbally attacks the feedback giver, turns tables
  • Denies – refutes the accuracy or fairness of the feedback
  • Disrespectful – devalues speaker and what speaker is saying
  • Closed – ignores feedback, blanks it out
  • Inactive listening – no attempt to understand
  • Rationalising – finds explanation for the feedback that dissolves any personal responsibility
  • Superficial – listens, appears to agree, with no intention of doing anything about it

This is not to say you cannot challenge the feedback if you disagree with it.  It may be appropriate to go away and think about the feedback in a pro-active, responsible way first though. It can be OK, valid and right to not do anything about the feedback or to decide you want to challenge the feedback. You may have other feedback or examples to show this feedback is invalid or not the case. This is not to be used as an excuse for never taking on board feedback. If you receive the same feedback several times from different people (and you are interested in self development!) you need to explore it. Also, there is no need to argue with feedback – it may not be factual, it may be someone’s personal opinion.  Always repeat back the feedback to check you have fully understood and be curious.

Sean@Bluesky

Sean Spugin - Blue Sky Performance Improvement

www.blue-sky.co.uk

Blue Sky Performance Improvement

Climbing your way to the top takes courage

February 16, 2012

Alex Honnold definitely likes to live life on the edge and takes calculated risks to achieve his goals. Making this climb, Alex said ‘some climbers sit on the ledge on their backsides and edge along, I thought it would be cooler to walk…..when you are climbing, the fear is not there’. Some might say he is courageous, I know I would! So what is courage? It is simply acting on what we should do, regardless of any fear we may have. It is the choice to disregard worry. It is the choice to do right, to pursue our dreams, to be successful people, to lead the way for others.

Courage - Mountain - Blue Sky Performance Improvement

Today’s leaders face all kinds of challenges that require courage. Do you have the courage to make tough decisions? Do you have the courage to stand out from your fellow leaders and stand for what you believe is right? Do you have the courage to admit when you are wrong? Do you have the courage to change directions? Do you have the courage to empower your people? Do you have the courage to listen and embrace new ideas?

Watching this clip made me think about what makes a courageous leader and can leaders develop this courage? Many leaders reach the top and admire the view, great and courageous leaders celebrate the climb and how they got there and take in the view looking for their next challenge!

John Maxwell provides 10 steps to developing courageous leadership:

“Convictions that are stronger than my fears”

A leader is one who overcomes their fears. This may be fears of stepping out, fears of trying something new, or even a fear of standing up to what you know is right. Most everyone has convictions but many are too timid to stand up when those convictions are challenged. To succeed as a leader your convictions must overrule your fears.

“Vision that is clearer than my doubts”

For any leader, vision is essential. A leader must be able to see where they are now, and look ahead to where they strive to be. While any vision comes with doubt, the doubt cannot be paralyzing to achieving the vision.

“Spiritual sensitivity that is louder than popular opinion”

Many people try to check their spirituality at the door when it comes to work and leadership, when in actuality they are inseparable. Spirituality is the core of who you are. Unfortunately, many allow trends, popular opinion, or even a louder voice in the room hold sway over what they truly know and believe in their heart. Spiritual strength is essential to establishing a firm moral foundation that cannot be blown over or toppled by the voices around them.

“Self-esteem that is deeper than self-protection”

Protecting oneself from outside forces and influences is a natural reaction. But sometimes people allow that to come at the expense of their own self-esteem. They protect themselves by going along and not standing out. This is contrary to true leadership. Leaders must be able to stand out and, by doing so, put themselves in a vulnerable position. Having the self-esteem to stick to your core convictions may leave you vulnerable, but no true leader ever succeeded under a roof of self-protection.

“Appreciation for discipline that is greater than my desire for leisure”

Greatness (or even desired goodness) can rarely be achieved without a measure of self-discipline. We all want and need leisure time, but those who stand head and shoulders above others almost universally have something in common. They are willing to sacrifice some of their precious leisure time for those things that help them grow mentally, physically, spiritually, and emotionally.

“Dissatisfaction that is more forceful than the status quo”

While I’m a firm believer in learning to be content where we are, there must also be a measure of dissatisfaction with things always being the same. Contentment helps us learn to survive and be happy with what we have. Dissatisfaction helps propel us forward to better things that we know can be achieved. While we cannot live in a state of unhappy dissatisfaction, we can use that dissatisfaction to grow our measure of success.

“Poise that is more unshakable than panic”

Nobody likes a panicky leader. While any leader may become worried or distressed, how they handle those situations says a lot about them. Keeping cool under pressure produces a calmness that spreads within an organization, allowing everybody to think with a clear head and develop strategies that will bring you through any crisis. Keep in mind, however that poise without action is just as devastating as panic… it just takes longer to feel the results.

“Risk-taking that is stronger than safety-keeping”

Leadership itself is a risk. There is no safety in standing up or stepping out when everybody else is just sitting around. Sometimes the risk is mental or emotional. Other times the risk will be financial. But there are very few profitable investments that don’t require some measure of risk. True leaders understand that risk is a part of the job.

“Actions that are more robust than rationalization”

It’s possible to rationalize your way out of anything. The problem is rationalizations reduce us to inaction rather than action. Nothing ever gets accomplished when we can find all the reasons not to do it rather than looking at why it needs to be done. Focus on the goals and find ways to get there, instead of reasons not to try.

“A desire to see potential reached more than see people pleased”

Every person has potential for greatness. Leading is rarely ever easy. Some have natural ability, for others it must be developed. But every leader faces the same trials and struggles. Learning to overcome the roadblocks and other obstacles that often try to set us back is essential if we are going to reach our fullest potential.

Courageous leadership means finding ways to succeed regardless of our circumstances. It means putting ourselves out there, facing our fears, doubts and potential ridicule all for the greater good. What sort of leader do you want to be? Do you want to stand out from the crowd when it matters? Unlike Alex, most leaders have a team of people who can act as your support team, you may be the lead climber showing the way…but you don’t have to climb alone! What you need is the courage to take the lead.

Sean@Bluesky

Sean Spugin - Blue Sky Performance Improvement

www.blue-sky.co.uk

Blue Sky Performance Improvement

Can people management skills be taught?

September 14, 2011

Many of you reading this will have been taught how to become a better leader or manager. Coaching of individuals in this way is commonplace, yet coaching senior teams to become more effective is less so. This is a paradox, since organisations are facing increasingly numerous and complicated challenges which require answers well beyond the power and capability of any one individual to provide. The need to harness the power of effective teamwork to drive business performance has therefore never been greater.

Sadly, many senior teams operating ineffectively – although aware of some of their limitations – are unaware of what the real opportunity is that exists. Awareness is of course a pre-requisite to understanding how to put things right. Without it, there can be no surprise that so many teams operate to a low standard. We can all think of examples of team effectiveness – the top sports team in which individuals sacrifice personal glory for the sake of silverware – but we find it harder to translate these notions of what good looks like back to our own teams at work.

In today’s business environment, however, it is essential that we try. After all, it has been highly effective teamwork, rather than an individual moment of genius, that has led us in recent years to enjoy breakthrough inventions such as Google and the Apple range of iMacs, iPods and iPhones. Awareness must begin with a frank and open admission, from the leader downwards, that he or she may not actually know fully what a good team really looks and feels like. Teams need to admit their current limitations in order to progress to a higher level of effectiveness.

Change - Key - Blue Sky Performance Improvement

Once this admission has been made, a central step to any effective team lies in the attitude or mindset of its individuals. Many of us consider ourselves to be ‘good team players’. We are undoubtedly well-intentioned, yet mentally we may arrive at a meeting as individuals (ie as the director of a department) and work on the basis of trying to ensure the best for our area. Team members need to ask themselves (and each other) whether they are truly putting the collective purpose of the team ahead of their narrower territorial interests.

Truly effective teams are not – and never have been – simply about individuals getting on with each other

When it has been recognised that a team is not working as effectively as it could be, many leaders move to overcome this hurdle through developing good ‘relationships’ within the team. Teams that don’t work well together may resort to an expensive team awayday or even an attempt to ‘bond’ down at the pub. However, truly effective teams are not – and never have been – simply about individuals getting on with each other. Good chemistry certainly helps, but is only a small part of a much bigger picture.

The rock upon which true team effectiveness is built is to understand and buy into the collective endeavour of that team – why is the team there in the first place, as opposed to a group of individuals? And what is it that it can only achieve as a team? Whether the purpose is to double the size of the business or create culture change, the team’s core purpose must come ahead of individual or departmental interests in order to get the job done.

There are of course many other challenges to overcome in operating an effective team – the clarity with which team goals are pursued, the appropriate composition of the team, the way its members talk to each other, the yardsticks by which they assess themselves and the connections they have with stakeholders, to name but a few. Yet only when teams take the first steps in becoming more aware of current limitations, adopting collective rather than individual attitudes and developing a commonsense purpose of what the team is there to do, can they tackle these latter challenges with a genuine sense of confidence.

Elke@Bluesky

Elke Anderson - Blue Sky Performance Improvement

www.blue-sky.co.uk

Blue Sky Performance Improvement