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* * * * * * * * * * * * * * * * * Also check out comments on article in NZ Herald - 08/04/2010
Jasbindar Singh, coaching psychologist and executive coach of SQ Executive Management Consultancy, agrees. She says: "Values are fundamental to the purpose ...
If you were to pause and take a reading on the current levels of engagement in your team, what might you discover? How engaged are your people in the work they are doing? Are they fully engaged in doing what is fundamental to your business success? Or worse, are they disengaged or even actively disengaged? Whether you are shaping an organization culture, implementing a new strategy, building a high performance team or an employment brand that people love to be part of, high levels of engagement are critical to driving superior organizational performance. Well-regarded survey firms such as Gallup have found that there is positive correlation between superior organizational performance and high levels of employee engagement. Many of the factors fostering high levels of engagement tend to be more subtler requiring greater understanding of EQ (emotional intelligence) and SQ (spiritual intelligence – meaning, purpose, alignment) Unfortunately these skills are the very things that get ignored by ‘already busy managers’ who don’t give this enough importance until it is too late.Take my executive coaching client, Bill, as an example (not his real name). Bill was an exceptionally bright and hugely talented individual in his technical sphere. And because of this, he had been promoted to lead the charge in the context of major organizational change. When I first met Bill, he was busy working out the big picture and plan all by himself. What he had overlooked was that his team members, who were eager to contribute, weren’t even ‘in the field’ with him. The predominant sentiment from his direct reports was that he did not seem interested in their ideas and contribution and also that he was uncomfortable sharing ideas and information with them. Furthermore, Bill’s high need for control, hand in hand with an abrupt, impatient manner also didn’t facilitate ease of communication or nurture high levels of trust. Naturally Bill’s people did not feel valued and feelings of dissatisfaction and frustration were bubbling away just under the surface. Bill had been so intent in meeting the business objectives that he had ignored utilizing and engaging the talent of his people in building a strong, competent and high performing team. It was a poignant moment of truth for Bill when he received his 360-degree feedback and engagement scores. While his role had changed to that of a senior manager, Bill’s mind-set was still that of a technical manager and specialist. The dawning realization was “I can’t carry on this way.” Bill subsequently embarked on an exciting and rewarding journey of learning to step out of his comfort zone and develop a greater depth of understanding and skills in competencies that he had previously discounted. It would be easy to write Bill off as an extreme example but what about you? As a manager and leader are you getting the best out of your people? Which of your behaviours, values or attitude might be enabling or casting a barrier in growing high performing and engaged individuals and team? If you were to do something (which you may have been ignoring) and which could make a difference to greater levels of engagement, what might this be? If you would like to have a further discussion with Jasbindar on some aspect of employee engagement, please contact her on 09 620 9673 or 027 280 335 or email – Jasbindar@sqconsulting.co.nz. If you would like to reproduce this piece for your industry magazine (e-magazines included), you are welcome to do so with without changes to the original copy.
You are also very welcome to forward this SQ-Zine to anyone who you think will appreciate this message and who may also wish to subscribe to the free SQ-zine via http://www.sqconsulting.co.nz/form.phpAs usual, I welcome your comments and feedback. If you would like to unsubscribe, just pop an email back with unsubscribe in the subject line.
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(c) SQ Zine - Coaching tips for leading self and others September, 2007
Jasbindar Singh EQ and SQ performance and engagement specialist “Helping managers and leaders be more effective” SQ Executive Management Consultancy Ltd www.sqconsulting.co.nz
How to stay inspired
Doesn’t it feel great when we are inspired, uplifted and on top of our game? But it's not always like this. There are times in our lives when inspiration is lack luster and questions abound - from the superficial to more fundamental ones like the very purpose of being. We feel tired, unable to see the light at the end of the tunnel. Take a minute and check yourself – what is the reading on your inspiration gauge currently? Low-medium, medium, medium-high or high? And is this reading just currently. And has it been like this for a while now? When we feel inspired, we are energized - there is fire in our bellies, . Creative endeavours have at their very source some form of inspiration which helps start, then propel one’s efforts and vision forward. Conversely when we are in the middle of a project, not honouring some of our basic life balance needs and are caught up in the demands of routine, we find that inspiration wanes. Inspiration can also be hard to find when one is going through a life transition. Sometimes we don’t even realize that we are in this process as circumstances change and we are left questioning why the old ways of operating are just no longer working. In times of transition, one can rightly expect clarity of purpose and direction to desert us. The desire for energy, inspiration and clarity is an underlying need, be it knowledge workers or the always 'on the go' executive who is now having to deal with a new unknown chapter in his life. Naturally we feel much more productive and 'switched on' when we are purposeful – we know where we are going (or at least trying to!) and can see some returns for our effort.
So what can you do to keep your levels of inspiration up? Depending on your circumstances, you may need to consider the following points which range from the big picture to the more immediate needs:
1. What is the framework or big picture that gives meaning to your work and life? The SQ perspective is about having a clear understanding about what it is that you are doing and why. What makes it worthwhile for you to get out of bed in the mornings? My clients’ responses have included enjoyment of doing deals, making money, having fun, learning and making a difference.Re-visiting this can remind you of what is important to you as well as the intentions you hold in doing what you do. These are the foundations for your actions and being.
2. Align your current activities with your short, medium and long-term goals. Are you clear about your values base. Even more importantly are you living from these as your foundational touchstone? Actions arising in alignment with your values also provide synergy and help focus direction.
3. Manage your ‘now’ well. In being on the go, have you sacrificed the basics such as your exercise routine, healthy eating, getting adequate sleep and quality sharing with loved ones? Be conscious of your own physiology and emotional needs and plan accordingly. Putting the basics in place tends to restore the baseline level of energy and a sense of deeper fulfillment.
Inspiration also comes from achieving your milestones and taking time out to celebrate your achievements. My IT clients routinely experience frustrations when things take longer than expected - they can’t quite see the end in sight, as originally planned. The sense of tiredness combined with jumping into the next project before there has been time for a breather is also not a great recipe for inspiration. Finally, in pursuing your dreams and objectives, don’t forget to appreciate the journey…NOW!
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(c) SQ-Zine - Coaching tips for leading self and others May, 2008
Jasbindar Singh, EQ and SQ engagement and performance specialist
“Helping managers and leaders be more effective” SQ Executive Management Consultancy Ltd www.sqconsulting.co.nz
THE ART OF GIVING AND RECEIVING FEEDBACK
Giving and receiving feedback is an aspect of human relationships we tend to not be that great at. In the work setting, whether it is giving feedback during a “coachable moment” or a more formal context such as performance appraisal or review, there are some principles - discussed below, which make the giving and receiving of feedback positive and constructive.
Before you give feedback
1.Be clear about your intention in giving the feedback. Keep it constructive and clean 2. Make sure that feedback has been asked for or that you have a relationship or context in which giving feedback is an accepted part of that relationship or process 3. Giving feedback is not about "dumping on the other person" 4. Choose your time and place well e.g. not when others are present 5. Make it constructive and of value to the recipient 6. Think about how you may be able to provide support and or resources, which will help shape the person’s future behaviour and help them work on that vital feedback 7. Put yourself in the other person’s moccasins as you plan and prepare How to give effective feedback
1. Focus on specific behaviour, not the person e.g. you were late again for the morning team meeting versus, “ you are lousy!” 2. Focus on describing - not judging, giving advice or being moralistic 3. Feedback specific observation and facts rather than inferences 4. Avoid absolutes - “either/or", "always/never". Focus on descriptions of behaviour, which are in terms of “more or less” 5. Keep to specific examples in the "here and now" rather than generalizing 6. Focus on exploring alternatives with the person rather than providing the answers or solutions. 7. Focus feedback on the amount of information the person receiving it can use at the time, rather than all that you have to give
Why is feedback so important?
Research shows that feedback has the power to direct behaviour and motivate performance. You might even a recall time when this happened to you. What made the feedback so useful or significant? What did the feedback provider do that made it easy for you to receive their message? Receiving feedback
And while we are on that topic, the following approach will help you in receiving feedback:
1. Practice good listening 2. Ask for clarification if you are left with a mixed message 3. Ask for examples, if the feedback sounds general 4. You can share and say where you agree, disagree and why but do a self-check and be aware that you are not just being “defensive.”
5. If you are feeling defensive, try old dad Singh’s timeless gems.
a) Ask yourself – “ Has this person got positive intention towards me?” b) Are they qualified to give you this feedback? e.g. they have expertise, are experienced and or know you very well. c) Is there something you can learn from what they are saying? 6. Ask for time for reflection and have a further advancing conversation 7. We are never too late or old to learn new things - our brains love stimulation and new input! The SQ Perspective
The SQ perspective is that our ability to learn, develop and grow is fundamentally tied with our ability to be open to feedback. We are constantly adjusting, re-calibrating what works or doesn't and the feedback loop is a critical part of that self-adjusting/learning process. Giving and receiving feedback is an important factor in increasing our effectiveness.
As in the words of Sir Winston Churchill, "Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen." The SQ Application
Over the coming weeks, I would like to invite you to become more conscious of the following:
1. How you give feedback? 2. How is feedback given to you? 3. How you receive feedback? 4. Practice the Singh Rule - numbers 5 - a, b, and c!
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