A model developed by Ken Blanchard and presented in his book Trust Works provides a simple framework for understanding, communicating, developing and assessing trust. It identifies four areas: Able = demonstrating capability Believable = showing integrity, honesty, respect and sincerity Connected = caring for other people, listening to them, being empathetic Dependable = being reliable;...
A trust recovery process is a set of procedures to implant whenever a failure occurs, which has the potential to diminish trust, either within the team or between the team and a stakeholder. The key stages are: Recognise and acknowledge that trust has or might have been breached. Establish the good intent and “where we (more…)
In the past month, I have: Not once Once 2 – 3 times 4 times or more 1. Held back on giving a colleague honest and critical feedback 2. Felt that a helpful suggestion from me might not be received positively 3. Not admitted a mistake, which (more…)
THE FOLLOWING ARTICLE IS WRITTEN BY MARSHALL GOLDSMITH Providing feedback has long been considered to be an essential skill for leaders. As they strive to achieve the goals of the organization, employees need to know how they are doing. They need to know if their performance is in line with what their leaders expect. They...
What it is: The Diversity Awareness Ladder is a tool, created by David Clutterbuck, to help both clients and practitioners understand and work with their stereotypes and implicit biases about people, who they perceive as different from themselves. It has also been used widely in the context of general diversity education. How does it work? (more…)
Foul-up factors are the gremlins that bedevil every complex system. A simple way to explore FUFs is to draw a schematic model of the key business processes. (The principle can be used at every level from organisational and functional to project management or individual service tasks.) In many healthcare organisations, the system has three levels:...
Score each statement from 5 (this describes our meetings accurately) to 1 (they are not like this at all). Everyone is clear and aligned about the purpose of the meeting All the items on the agenda are relevant and of interest to everyone in the room There are “no surprises” on the agenda Anything “for (more…)
One of the biggest criticisms of agile methodology is that it is very difficult to transfer from a project team environment to teams engaged in “business as usual” (BAU). In the latter, there is no definable end to the process. Instead of experimenting and making continuous improvements, in pursuit of frequently changing priorities, stable team (more…)
An Experiment Register is a document that allows an individual or team to take a planned approach to continuous change. The register consists of the following seven elements: Reason for the experiment (e.g.learning, process improvement, new customer requirement) What precisely will be done differently How the experiment will be measured — and by whom What (more…)
Use this template as a guide to review innovation and risk in your organisation: Innovation Risk Define the problem Why is this an issue? What are the benefits of tackling it? What are the benefits of not tackling it? Who are the stakeholders? How would each stakeholder group define the problem? Why do we need (more…)