Are you teachable?

What is the number one skill that you are working on based on recent feedback? If you can’t answer this, then you’ve got work to do.

The most inspiring organisations and people that I have met and worked with are obsessive about developing themselves (as leaders) and those around them. Mentoring, coaching and feedback are central to any culture they join or build. They don’t look to recruit great people, they look to grow them. The evidence shows they are also more successful.

Do you think that talent and behaviours are carved in stone and don’t change much once we reach adulthood? Or do you think that hard work, application and practice can help people learn almost any new skill or job regardless of their age?

Carol Dweck’s research at Stanford University suggests that our response to this question is critical. If you have a more fixed mindset you will avoid trying new or difficult things and resist change. Conversely, if you have a growth mindset, you enjoy doing hard things because they stretch you and you learn something.

Yet many of us reach a point in our careers, even our lives, where we think we have reached our potential. Carol Dweck is challenging that in schools when pupils say or think “I’m no good at maths“. My colleagues and I are challenging that attitude among leaders – and everyone whould consider themselves a leader – in every walk of life via our book LEAD.

If ever there was a time in history when we need more people to lead it’s now. Be teachable. As Craig Groeschel says “When the leaders gets better, everyone gets better“.

Carol Dweck’s Growth Mindset is one of the 50 models to be found in my new book, LEAD: 50 models for success in work & life co-authored with my friends John Greenway and Andy Coombe. It is published by Capstone, part of Wiley Publishing and is available on Amazon.

Illustration by @VisualThinkery

Is content king?

In the last couple of weeks, I led two sessions on “change leadership” for two different clients as part of day-long workshops with leadership teams facing very significant change. They were well received but I left one feeling like I had missed a Kairos moment and the other thinking we didn’t address enough of the resistance in the room. It reminded me that facilitation and design is just as, if not more, important than content. As communicators, we can focus too much on having great content, but we need to put the same energy and expertise into helping our audience engage with it so that they leave committed to your pre-defined purpose for the day.

Here are the “Ten Facilitation Principles” I developed to feedback to each client:

1. Define and keep to the purpose. You need to agree the overall purpose of the day then keep the discussion on target. “Where are we in relation to …?” Facilitation is a leadership role because it gets the group from where they are now to where they need to get to. Content is key, but not enough in itself.
2. Have a process as well as an agenda. When looking at the agenda and content, ask “How?” will we do this in a way that involves the group experientially in learning. Good process tools are break-outs in pairs and groups, as well as Q&A in plenary. When planning process ask “Does the speaker have all the answers? Is this “tell and sell”? or “do we want to find a solution in the room?” There will be more buy-in to a solution developed in the room. Apply theories and tools to live situations rather than keeping the discussion abstract. 10 mins on a model and 20 mins applying it, is better than 30 superb minutes on the model.
3. Questions. Think of questions in advance. Great questions lead to great conversations by involving and drawing people out. At school, we were judged by the answers we give to questions, but now at work, communicators should be judged by the questions we ask. The right question shows great understanding. “You look like you have a question about this”. “Do I sense that you disagree with what was just said?”
4. Get everyone to say something very early on and keep involving all participants. If people have not made a meaningful contribution within the first 20 minutes, then they probably won’t all day. Be clear at the start that you want interaction and questions. Be clear about how and when. If someone has not contributed, gently try and draw them in. Consider speaking to them during the break to check they are OK. “How do the rest of you feel about this?”
5. Check energy levels regularly. Has no-one said or asked anything for some time? Do people look alert and engaged? Has there been any laughter? If not, make a change. Even just ask people to stand up and stretch for ten seconds. Check and sustain your own energy levels too. Mix up the speakers vs one person for the whole day.
6. Embrace and even draw out conflict and disagreement. Is there an elephant in the room? What are the unspoken or hidden concerns? This will keep energy high. Keep the group focused on constructive conflict and solving problems vs complaining or criticism.
7. Hold to a timetable for breaks etc. People may want the toilet and stop following because they are more focused on the time. You need to respect stop and start times. The rest of the agenda can be a “work of fiction”.
8. Contract at the start. Ask people what they want to get out of the session. Ask them how we need to behave and make sure everyone signs up to those “ground rules” e.g. phones away, speak up when you disagree etc.
9. Consider the space. A semi-circle of chairs is ideal with no desks or barriers to support interaction. Keep the room at a good temperature, not too hot or cold. Natural daylight is essential and check the acoustics. Can you be heard without a microphone? Avoid distractions i.e. people wondering through.
10. Move the discussion to a conclusion, action and commitments. Help the group focus on what they can do and establish a ground rule of “a bias for action”. Be clear as to who is doing what, by when after the meeting.

In an age of loyalty-lite relationships, is there still a place for the “Trusted Adviser”?

EPSON scanner image

EPSON scanner image

I thought they would look after me as a “loyal customer” but they actually advised me to “shop around”. I had used the same reputable mutual to provide my home insurance for many years and was shocked to find the same insurance for one third of the price.

Retailers and insurers give the best deals to new, rather than their existing customers. They know that their customers are not as loyal as they used to be. We buy books on Amazon (standing in our local book shop), book our taxis with Uber and do our grocery shopping via discounters or online and very rarely via a big weekly shop at an established store. Many loyalty schemes have been changed to deliver less value because they know that customers are ‘loyalty-lite’.

I worked in retail strategy for a long time and customer loyalty has evolved to customer engagement. Customers are no longer blindly loyal to one company (just like employees). The same trends and disruptive technologies, allied with procurement processes, are challenging the role of the “trusted adviser”. David Maister, author of the “Trusted Advisor”, has defined the characteristics of the the most successful consultants, advisers and sales people. These are consistent across lawyers, bankers and consultants as well the CEO’s inner circle and loyalty has always been central.

I have been lucky enough to have a few people who regard me as their Trusted Adviser. However, I’ve also failed to turn many short term projects and relationships in to longer term ones. I’ve come to realise that clients want more than technical expertise, good value and the best answer to a problem. They also want someone who will “tell it like it is” to their own detriment and stay in touch when there is no obvious pay off. Loyalty, trust and a long term perspective are still crucial, but so are engagement drivers like shared purpose and values.

In this “loyalty lite” season, what do your clients want from their “Trusted Advisers”? How do you measure up? I recently adapted the questions below to help Internal Communicators better understand their (often strained) relationship with Human Resources. Why not ask your clients for some feedback?

Thanks to for the cartoon

Day13_The trusted advisor copy

NHS Professionals Management Development Programme

Very positive feedback about the Management Development Programme BV are delivering for NHS Professionals with Kairos and Leaders’ Map:

“Blacknell Ventures have taken the trouble to really understand our needs and designed a programme to fit our business strategy. They have also been flexible enough to shape the input to the needs of the individual management groups. Initial feedback from the 40 participants is very positive and has already created a strong motivation to move the business forward and improve collaboration across functions. Their expertise and learning methods are at the cutting edge of OD and management development thinking”

Keith Nash, HR Director NHS Professionals