The forgotten elements of well-being strategies

I am sure many of you lovely leaders are including 'well-being' in your strategy this year. Here’s something to consider to ensure 2019 helps you attract, retain and nurture the best people.

Remember that our responsibility and indeed biggest area of influence as leaders is the working environment, so don't forget to include this as part of the strategy.

I am not talking fruit bowls…

Follow my blog with Bloglovin Follow

Suffering from one voice syndrome?

One of the big issues you see in all teams but is prevalent in tech teams because of the systemic communication issues we see within them, is the rock star voice being the only one that is heard. 

Follow my blog with Bloglovin Follow

Retention issues?

Retention is a huge issue in tech teams.  When a valuable member of a tech team walks out of the door so too does a wealth of legacy knowledge and experience not to mention and truck load of IP. 

Follow my blog with Bloglovin Follow

The N word

The N word

Despite being an industry at the forefront of new and innovative product, traditional tech teams in most areas of the tech landscape are (and I know I am generalising but stick with me) still dangerously antiquated in two ways:

1 – women are massively under represented

2 – scarily focussed on product rather than people

Follow my blog with Bloglovin Follow

the true value of values

the true value of values

Values are the fundamental underpinning to you and your life and knowing what they are and how to meet them is key to your success.

Follow my blog with Bloglovin Follow

How stress manifests in people with different social styles

If you have kept up on all my posts on Linked in this month you will know that we have now worked out what all of the social styles in the David Merill model look like and how to spot them…..so now I am going to throw a spanner in the works. 

Follow my blog with Bloglovin Follow

My experiences of working with people with driver personality types

My experiences of working with people with driver personality types

You generally don’t come across many drivers.  As a driver myself I have worked with several drivers over the years and in my experience, it can sometimes be like two rhinos locking horns. 

Follow my blog with Bloglovin Follow

My experiences of working with people with expressive personality types

My experiences of working with people with expressive personality types

I come across expressive personalities a little less than I do amiable and analytical in the tech world.  I meet a lot in the marketing industries I have always worked in and almost made a career out of brokering communication and collaboration between our analytical friends and expressives.

Follow my blog with Bloglovin Follow

My experiences of working with people with amiable personality types

My experiences of working with people with amiable personality types

As a driver personality, the amiable style is diametrically opposite to me and therefore one that, as a leader, I found the most challenging to work with.

Follow my blog with Bloglovin Follow

My experiences of working with people with analytical personality types

My experiences of working with people with analytical personality types

Working in tech you are never too far away from an Analytical personality type.  In my 17 years in the tech industry I would say around 60% of my teams at any one time have been analytical.  And at the risk of favouritism, I would say they are my favourite type to work with.

Follow my blog with Bloglovin Follow

What could you do with team social styles and personality type diagnostics?

I am sure if you are really honest with yourself, you will have at some point in your career been guilty of dreading or even pulled out of a team development/management training last minute.  As busy leaders it’s so easy to get task and project focussed and see the ‘fluffy stuff’ such as team engagement, personnel and talent development as the ‘nice to have’ element of your role. 

I put to you though that this is a bit of a ‘busy fool’ syndrome and challenge you to redirect your efforts to managing ‘people not projects’

Follow my blog with Bloglovin Follow

My experience of leading an adjourning team

My experience of leading an adjourning team

Continuing with my focus on the Bruce Tuckman model, this week I recount my experience of working with adjourning teams. 

Having spent most of my leadership career unaware of this stage, when I experienced it due to a large account loss it became the most profoundly affecting leadership experience of my life. 

Follow my blog with Bloglovin Follow

My experience of leading a performing team

My experience of leading a performing team

Continuing with my focus on the Bruce Tuckman model, this week I recount my experience of working with performing teams. 

Follow my blog with Bloglovin Follow

My experience of leading a norming team

My experience of leading a norming team

Continuing with my focus on the Bruce Tuckman model, this week I recount my experience of working with norming teams.  

I have always found the norming phase the most challenging

Follow my blog with Bloglovin Follow

My experience of leading a storming team

My experience of leading a storming team

Continuing with my focus on the Bruce Tuckman model, this week I recount my experience of working with storming teams. 

I am very grateful for the storming stages I have been lucky enough to have been a part of. They are the times where I have been gifted the most learning and personal development...

Follow my blog with Bloglovin Follow

My experience leading a forming team

My experience leading a forming team

Continuing with my focus on the Bruce Tuckman model, this week I recount my experience of working with forming teams. 

I love the forming stage of teams. Its always full of promise and excitement and as a leader I always felt most needed at this time. 

Follow my blog with Bloglovin Follow

The induction programme is dead, long live team self-awareness

The induction programme is dead, long live team self-awareness

As leaders and indeed as team members, we are often introduced to a role rather than a team.  Sure, there may be an awkward team lunch on your first day but in general induction programmes tend to focus on systems, processes, compliance factors and getting to know the product.  All of this is of course necessary but in fact the easier stuff to learn on the job.  In fact, you often find that you re-learn it once you start operating in the day to day or ‘real world’ interpretation of the corporate procedures.  And you re-learn it from your team.

Follow my blog with Bloglovin Follow