I recently experienced a long train delay. The train was 30 minutes late and then proceeded to progress slowly along the tracks. Many passengers used colourful language to express their frustration although others, like myself, remained calm, with a c’est la vie attitude.
The situation reminded me of a psychology course that I was on over 25 years ago. The trainer cited an example of a fatal incident, where a passenger took their own life by jumping in front of a tube train. He said one passenger shouted: “How the f*** do I get to work now?” while another became violently sick on the platform. It made me think of how we all react differently to situations and events.
Within the workplace we can see how colleagues and parents react differently, for example, when receiving news or during an ‘incident’.
It’s helpful to know that we all react differently to the world around us, due to a number […]
Document showing, how settings can be evaluative when writing their SEF, rather than merely describing what they do and listing the resources they have in place.
“Truly great leaders spend as much time collecting and acting upon feedback as they do providing it” Alexander Lucia
As of late I have been very busy delivering supervision training in line with the revised safeguarding and welfare requirements of the EYFS.
One issue that comes up time and time again, irrespective of whether the delegate is a manager or owner, is that they receive no supervision or have a one-to-one with anyone. This is the same whether their setting is in the private, voluntary, independent or maintained sector.
This worries me slightly, as I believe that this should be in place for many different reasons: to discuss leadership and management issues, to focus on their own personal and professional development and, more importantly, to discuss how they support staff to make a difference to children’s learning and development.
Over the years I have coached, mentored and carried out supervision with managers and owners, with a focus on […]
I was speaking to my mum on the telephone and she said “Laura, did you see the programme about how funeral staff behave and how they disrespected the dead?” I said “No mum, as I don’t have the time to watch a lot of television.” She then went on to say “You can watch on your computer thing.”
So, on my computer thing, I did watch the said programme. ‘Exposure-The British Way of Death’ http://www.itv.com/itvplayer/video/?Filter=325738
Oh, MY goodness! It got me thinking about a subject that I embed into my work around organisational behaviour within organisations and how the culture of organisations from the top to the bottom should be one that mirrors the organisation’s values.
The question is, within large organisations, how does the chief executive and the senior management team check that these values are in place and that the organisation’s standards are practiced by staff?
Clearly, these funeral staff […]
‘Leadership is less about what we know and more about what we’re willing to discover.’ Diane Branson
I recently attended a retirement ‘do’ in my office for Dave who was the receptionist/administrator.
Dave has a very happy disposition and would greet everyone respectfully and with a smile. He would often go out of his way to solve issues and would help you out if you had a query. Nothing was ever a problem for Dave.
When I arrived at the do, Dave was busy sticking labels onto small dishes, labelling them ‘butter’ and ‘margarine,’ even stating the brand of butter! He said to me, ‘Laura, I am just putting these labels on the dishes so that everyone has a choice as some people like butter and some like margarine.’ Wow, I thought to myself, even on his last day Dave is still thinking of others and making sure that there is attention to detail on his buffet […]
In the pass and currently I have worked with clients who have a real issue with delegating. They then wonder why their staff do not perform and are not creative/practical thinkers. Which reminds me of this quote ‘Hire people who are better than you are, then leave them to get on with it. Look for people who will aim for the remarkable, who will not settle for the routine.’ David Ogilvy-Scottish born British Military intelligence officer and later top advertising executive 1911-1999. Clarity around individual roles and responsibilities is also key. Within my accredited level 4 Leadership and Management course the managers complete this task. How is leadership distributed in your setting:
Identify different key roles and responsibilities.
Explain how these are shared effectively amongst the team?
Delegate a task to a member of your team.
Describe the process and implement it.
Evaluate the effectiveness of your decision to do this.
So, if you are micro-managing your staff and do not […]