How present are you?

“You can’t solve a problem with the same mind that created it.” Einstein

When projects, situations at work presents you and / or your teams with problems, how often do you take time to ask and reflect on the following questions:

  • how present are you?
  • what’s stopping you from being here?
  • what’s your interference?

Managing your state of presence will help you / your team shift their perspective. Developing your self and your teams to have strong presence will create a sense of “being” rather than “doing,” embodying their identity and letting go of control, responsibility, process and tools. This demonstrates complete trust in the potential of the people present and their moment together.

When people are present, when their minds are present, there’s a sense of flow and stillness where a deep focus enables them to build deep rapport, trust and a connection to their issue at hand and the larger system.

When you are next in a meeting or discussing a problem, ask yourself; how present am I?

The self-organizing team – what does it look like?

The self-organizing team – in Agile / Scrum teams, is this what you are striving for?

Think about the following questions:

  • What is my belief as a member of a self-organizing team?
  • What is my behavior as a result of my beliefs
  • What is the result as a consequence of this behaviour

Put three columns down on a piece a paper, and head each column with belief – behaviour – result. Give the paper a title that is significant to you and / or your team, then think of the different key words that could sit under each of the headings.

Now visualise you as a team / individual with these strong, motivational attributes. How does this feel? Can you see what it looks like and how does it affect your behaviour?

Enjoy, play, adapt and learn.

 

Are you boiling a frog?

What’s your motivation to change. How do you look for The Real Self.

Place a frog in boiling water and it will jump out. Now place that frog in cool water, steadily increase the temperature, the frog won’t notice the change but sure enough, when the water is boiling, the frog will boil with it. One dead frog.

Is the fate of the frog not unlike your motivation to change. Are you happy to settle in to a routine, nice and comfortable, always achieving what you have always done. Do you allow small self-limiting beliefs build in to larger habits and allow the inertia to set in – the water to boil?

Don’t lose sight of your motivations to change. Don’t be a boiled frog.

All credit to – The New Leaders by Daniel Goleman, Richard Boyatzis and Annie McKee (page 162)

Servant Leadership

When you are in a position of leadership, how often do you reflect on the following

“…do those served grow as persons; do they while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? (Greenleaf, p. 13)

For Greenleaf, a servant-leader’s desire first and foremost is to serve others. The servant is “…always searching, listening, expecting…” (Greenleaf, p. 9)

Spears’ (1998) 10 characteristics of servant leadership are (a) listening, (b) empathy, (c) healing, (d) awareness, (e) persuasion, (f) conceptualization, (g) foresight, (h) stewardship, (i) commitment, and (j) community building

Agile Coaches, Scrum Masters, Project Managers, Programme Managers, PMO’s – are you creating servants?

What Makes a Leader?

The article shows how there is a direct link with EI and increased, measurable business results. To be an effective leader, apart of obvious technical skills, the leaders that will perform best will all display effective emotional intelligence.

What are EI components? At a high level they could be broken down in to the following:
• self-awareness
• self-regulation
• motivation
• empathy and social skills

So leaders displaying EI will become more important, as technical skills become less important, especially when you are looking at leaders where tech skills are all but equal. The EI skill will give that leader the edge both as an individual and be beneficial to the organisation.

EI can be learned but the process is not easy and does take time. However, with focus and commitment on developing these skills will pay dividends in the long-term.

T-GROW Model & Managing Meetings

Hi

T-GROW is an acronym for Topic, Goal, Reality, Option and Way Forward / Wrap Up. When used well, it’s a very effective coaching technique that embraces and adds a structure for an effective coaching session.

I’ve been reflecting on its uses and thought how it could easily be used to manage meetings more effectively. So, here’s how it could work:

Meeting Agenda

  1. Topic – first stage of the meeting and sets to explore the scope of the topic / subject
  2. Goal – at this point, its critical to establish the desired outcome of the meeting
  3. Reality – the topic / subject of the meeting is explored in further detail; seeing the situation from many angles
  4. Options – here, there’s a greater understanding and awareness and a number of options will start to be presented
  5. Way Forward / Wrap Up – at this point, the meeting can be wrapped up with some specific actions and way forward derived from all plausible options

There are many techniques / models out there for managing meetings; Google returns some 29,000,000 results on the topic!

If you are going to try one new thing today, try this and would love to hear your feedback on how it worked for you.

Thanks

Potential – everyone has it!

Hi

It’s that simple, everyone has potential. It’s up to the individual to realise their potential but ‘stuff‘ just gets in the way. Stuff like:

  • fear
  • doubt
  • self-limiting beliefs
  • conditioning

There’s nothing amazing or astonishing about what I have just written but the ‘stuff‘ affects us and it affects us in many ways. Stuff can be hard to get rid off, some people may be okay with the stuff they carry with them and that’s fine.

However, as an individual, a human, who starts to recognise their potential and wants to increase their performance, then the stuff can start to become a real nuisance.

Deal with the ‘stuff’, change the quality of your conversations, reduce the interference and make things happen for you, not anyone else but YOU.

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