More and more people feel that their work-life is a never-ending series of surprises, instability and ambiguity. How individuals can build the necessary resilience to thrive in an environment where there is constant change and unpredictability.
Passive aggressive behaviour takes many forms but it is essentially a situation where someone is deliberately choosing to not help, co-operate or engage with others because they are angry and yet choose not to express their anger. Instead of communicating honestly that you feel upset, annoyed, irritated or disappointed, you contain your feelings, shut off verbally, become obstructive, and put up a polite “stone-wall” of non-co-operation.
This coaching intervention is about creating a safe space for the coachee to test new ideas on how to influence their manager without the benefit of ‘title power’. It is often a cause of frustration and centres around the coachee not finding a way of being appropriately assertive. In their communication style, they will typically undershoot and consequently appear evasive or overshoot and consequently appear blunt or rude.
If the answer is “not much because I do not have time for it” or “I don’t need to because I am already doing well and getting what I want done” then it is time for you to have a serious reflection.
Great leaders have an innate ability to make people feel strong rather than weak. How do you create the conditions for your people feeling strong?
A key challenge for all leaders today is to be consistent in their leadership behaviour and decision making. This is an important factor in building and maintaining the trust of their people. They also need to be role models of the leadership behaviour identified as critical for giving life to the desired culture that will deliver the expected results. Central to being able to exercise conscious control over their behaviour as leaders is having a good level of self-knowledge.
The notion of a VUCA (Volatile, Uncertain, Complex and Ambiguous) world emerged from the US Army as a means to describe the environment arising post-cold war with the appearance of multilateral and non-state threats. It is an apt description for the environment that business now faces with significant disruption coming from political, economic and technological developments. How do we equip high potential employees and others for navigating this world while retaining their engagement and commitment to the company?
The value of this book for me is the way that Jeroen captures the key elements of strategy execution in simple and practical ways. Strategy is complex and strategic execution is complex. However he provides memorable shorthand models and images getting to the essentials that every leader responsible for executing strategy should have to hand.
For most teams it is a challenge to regularly take time out from the daily demands to reflect on how effective we are being as a team. Many team leaders and team members are time pressed and just getting the team discussions and tasks done consumes the available time. We do need to make a point of reviewing how we are performing as a team.