Have you ever found yourself trying to get many people in different departments or on your project team to all agree to something, or to try to come to consensus on a critical decision by committee? It can be like herding cats across a wide field into a fenced-in area at the back, if you don’t watch out. Especially if there are several issues of varying importance to the participants and differing personalities and needs.
What if you had a straightforward process that took into account multiple parties with very different interests and shortened the time to decision?
The ability to be self-motivated and lead others is a highly important attribute in the workplace today. Strong leadership ability is on most business education and corporate performance competency lists and there are many philosophies on effective leadership behaviors. From surveys, research, stories and history, there is one method for leading that stands out as inadequate at best and highly damaging at worst -fear.
In the world of talent development, employee engagement is a high priority. Learning leaders have a unique vantage point from which to usher in, facilitate and revise strategies that affect a large part of the organization, particularly as it pertains to preparing people affected by large-scale change. However, they can’t do this in a vacuum. They need collaborators who trust them, and that requires internal negotiation skills that allow them to overcome objections, explore mutual interests and commit to a win-win outcome through a joint problem-solving process.
Have you ever found yourself incredulous at how quickly your conversation with someone has deteriorated and the tension is mounting, your and their emotions are flying and you are flummoxed as to how you got there? It’s like being on an escalator that you can’t get off of, nor turn around and go down, and you are stuck riding to the top in order to reverse course.
A reminder of the positive impact of practicing gratitude.
It's common to work with or for someone who occasionally dispenses good advice on how to handle complex interpersonal situations, but is pretty unlikely to take their own advice. Whether it is how to talk a customer down from a bad experience, how to deliver straightforward feedback to an employee or how to negotiate collaboratively for project resources, after a while, all you're reminded of concerning this person's leadership is "do as I say, not as I do."
Dispute resolution misses two critical components that conflict management handles. Dispute resolution lacks proactive prevention and doesn’t harness the beneficial power of conflict.
In the world of talent development, return on investment is often questioned. This is particularly true of “soft skills,” which on one hand constitutes the essential non-functional/non-technical competencies that affect how one does their job and on the other seems intangible and subjective in terms of measurement. This puzzle is all the more reason to draw as many correlations between learning activities and outcomes by following an important sequence to tell the full story.
March has been dedicated as Women’s History Month and International Women’s Day is celebrated on March 8. With this season of reverence for women’s accomplishments upon us, I was curious about the qualities of powerful women from around the world. After reading several articles such as The Top 20 Influential Women in the World Today, The World’s 100 Most Powerful Women, and 150 Women Who Shake the World, I considered what are the overlapping skills that they bring to the world to be so influential?
In a recent training class, one of our exercises was to pair up people from the same department in similar job functions and have each person share a challenging situation they were facing at work. The other person’s role was to listen, ask questions, and offer any additional insight.