This unexpected and unwelcome new organism across our planet has made us all pay sudden attention. Even now in the early stages of disease spread, the potential impact on lives and livelihoods is apparent – and deeply shocking. For each leader, there is a struggle to look bravely ahead to what might be coming, without succumbing to the counter-productive effects of panic.
Three of us have just returned from a climbing trip in Oman. One colleague from our UK office and two of us from Qatar. Oman is a spectacular destination for vertical adventure with super friendly climbs in the wadis and big mountain routes in wild, remote landscapes. Our highlight was Jebel Qashait, a beautiful fin of rock with an airy ridgeline. The three of us took the day to slowly ascend sharp limestone snaking our way to a little-visited summit and then descending by torchlight.
The challenge is, that although we may sign up to the philosophy, putting your hand up to say you’ve failed at something is difficult for most of us. When we feel blame hovering over our name, we are highly uncomfortable. We get the theory but find the practice more challenging. So how do we develop people without having them need to own up to failure?
We can find ourselves in a rut through work situations when we are hurt and our mind has chance to freewheel. We start thinking about the situations, the person or people. What we are going to say, how unfairly we’ve been treated. The challenge is we are in a rut, it is tremendously difficult to get our mind out of it. This is a warning sign, the constant thinking about somebody and what they have (or haven’t done).
Most of us want to work in great teams, and to do so we tend to focus on the relationships within the team. This is, of course, essential but we often miss putting in to place the foundations, the good soil, that will enable a team to thrive. Here are five essential foundations a healthy team needs to have in place for sustainable high performance and good team relationships.
Since 2005, we have been partnering with companies and organisations who require a fresh, high impact and tailored approach to developing their people. Over the years, our customers have asked us about including certification and qualifications in the programmes we design for them. As a result of this we chose to partner with ILM and are proud to be an ILM Approved Centre and Recognised Provider of leadership and management qualifications and development programmes, which can be delivered in English and Arabic.
Can you imagine a national football team entering the World Cup with a squad which has never played together? Of course not; everyone understands that
Imagine the situation. One of your top performers comes into the office and tells you he was involved in a ‘fracas’ with a colleague. He has a big personality, is hugely popular with your customers and generates amazing commercial success. He seems irreplaceable. This isn’t the first time you’ve had issues, but this time a colleague has ended up in hospital.