Driving Efficiency And Excellence Via Productivity

This article, the final instalment of the “Areas Every Leader Must Master For Success” miniseries, emphasises the pivotal role of productivity in achieving business success. Following discussions on purpose and people in the previous parts, this piece delves into the essential elements leaders must focus on to drive productivity: process, accountability, and expertise.

In today’s fast-paced and ever-changing business environment, leaders play a crucial role in balancing speed and precision, ensuring that processes are efficient and adaptable. Their efforts in effective process management can prevent inefficiencies and errors that often arise from hastily implemented workarounds. Leaders can enhance operational efficiency and drive sustainable progress by actively fostering a culture of continuous improvement and standardisation.

Accountability is another cornerstone of productivity. Clear roles and responsibilities within teams ensure that projects are completed on time and without costly oversights. The article highlights the importance of defined accountability in preventing project delays and missed opportunities, emphasising that shared accountability can lead to confusion and risk.

Lastly, the article underscores the critical role of expertise in leadership. Leaders must possess subject matter knowledge and know how to effectively empower their teams. By setting clear standards and fostering a culture of collaboration, leaders can harness their teams’ collective expertise to achieve shared goals.

The article concludes with critical questions to help leaders evaluate and enhance their approach to process management, accountability, and expertise. This practical checklist guides leaders committed to driving productivity and achieving excellence in their organisations. Leaders can position their teams for success in a competitive and dynamic business landscape through a focused approach to these areas.

This final part of the three-part miniseries “Areas Every Leader Must Master For Success” focuses on productivity, following on from purpose in part one and people in part two.

In business, productivity is crucial for success and hinges on three key factors: process, accountability and expertise. As leaders, we ensure efficient processes, clear ownership of tasks and the right expertise within our teams. We create a winning combination that drives our company’s triumph in the competitive landscape by fostering collaboration and effective governance. Prioritising these elements empowers our workforce to excel and secures our position at the forefront of the industry.

Let’s unpack each key area in more detail.

Process

Businesses operate at such a fast pace, determined to win in their chosen field. The volatile, uncertain, complex and ambiguous (VUCA) landscape means leaders have to seize opportunities. The leader’s challenge, however, is they may travel too quickly for their people, so project implementations and integrations are partially completed, leaving their teams to cope with workarounds. Workarounds are inefficient, prone to error and often create key-person dependencies in high-change environments. I worked on three mergers in quick succession. The next one started before the previous one was complete. It felt like we didn’t get the time to do any of them justice: good enough and compliant, but with apparent gaps.

Complex mergers rarely deliver against the original brief; yes, things change, and what you thought was under the hood is often very different when you open it up. All companies have foibles, quirks and workarounds of their own. Understanding this means the assumptions change the game’s rules, and you must adapt. We all face fast-moving change, so it’s crucial to reprioritise what you feel constantly is essential. It’s no wonder that McKinsey reports that 70% of change projects fail to achieve their intended outcome.

Leaders must strike a delicate balance between conformity and change, fostering a culture of efficiency and continuous improvement. They should champion standardisation to streamline operations while encouraging innovative approaches to drive ongoing progress.

Accountability

Imagine you’ve worked on a project for 18 months; it’s all coming together, and you’re almost ready to go live. You are at the project go/no-go meeting when someone asks, “Have we got local government permission to access the site?” The room is deathly silent; the murmurs signify that someone has screwed up.

What happens when accountabilities aren’t clear can be catastrophic.

What if this was a new product going to market at a specific time to steal a march on the competition?

Google’s research into what makes teams highly effective highlights (among others) three areas: dependability, structure, and clarity, which involves clear roles and responsibilities. When no single person has accountability, you leave your outcome to chance. It’s the same with shared accountability: “We’ll pick that up.” There’s wriggle room, which means massive risk with “I thought they had got it” comments.

The 18-month project I just mentioned was actual. It led to a three-month delay. New people who were trained and ready to go were temporarily relocated. There were costs not budgeted for, lost revenues and missed opportunities. However, this experience also presented a significant learning opportunity in accountability, demonstrating the positive outcomes that can arise from a culture of shared responsibility.

Leaders must find the delicate balance between effectively organising the group and not micromanaging. They should facilitate consensus on decision-making processes and hold team members accountable for their commitments. This culture of collective responsibility ensures efficient progress toward the higher purpose.

Expertise

The challenge for many leaders is that their leadership journey involves them ascending the ranks and being promoted for their technical prowess and subject matter expertise. As a leader, there are different expectations; you now have subject matter experts reporting to you. The tendency for new leaders especially is to overplay their knowledge to the detriment of their team.

I remember my early career as a new leader in a contact centre. My expertise was in people and processes, not technology. I had a steep learning curve. It was humbling to defer to subject matter experts, yet I still had to fight my tendency to dive in and “fix” stuff that was in my comfort zone.

Leadership is about combining subject matter expertise and leadership skills. Leaders should set standards and ensure proper governance, leveraging their expertise to bring diverse talents and viewpoints together and driving progress toward the shared objective.

Questions to Ask

This next section lays out a set of questions to help leaders ensure they have considered the key areas under productivity. They provide a checklist for leaders to define, check, and balance: how to strive for the right people doing the right things at the right time and in the right way.

Process

How do we decide on the what and the how?
How do process and structure work in this setting?
How do we know our communication flow is fit for purpose?
How do we iterate and continually improve?
What is our process for challenge and testing?
How do we track and adjust our key performance indicators (KPIs) and progress?

Accountability

How could we optimise the way we organise?
How do we provide clarity on who does what?
How do we ensure decisions are consistent with our standards and align with our purpose?
How do we hold each other to account?

How should we govern the expertise in each function?
What are our leadership standards?
What is our tolerance for performance?
How do we standardise expectations?
How do we measure results?
How could we drive continuous professional development?

Effective leadership goes beyond theories and styles; it focuses on action and practice in critical areas of purpose, people and productivity.

Within this entire series, leaders will find a comprehensive checklist that will enable them to steer their teams toward success and make a lasting impact. A strong sense of purpose, a thriving team culture and a commitment to productivity set the stage for outstanding leadership in today’s dynamic business landscape.

This article first appeared on Forbes.com on 26th September 2023

Ricky has been a regular contributor to the Forbes Councils since 2023, where he shares his perspectives on all things leadership, change, culture and productivity, all with Thinking Focus’ unique perspective on metacognition, or as we prefer to say, thinking about thinking.

Posted On September 26, 2023 By Ricky Muddimer In Article, Forbes, High Performing Teams, Leadership, Management, Mindset, Productivity /

Practical Steps To Boost Your Productivity

Boosting productivity doesn’t always demand expensive tools or cutting-edge technology; often, the most impactful changes come from simple, intentional shifts in mindset and daily habits.

This article provides actionable strategies to help individuals maximize their efficiency and effectiveness, focusing on time-tested principles and easy-to-implement behaviours. By addressing common productivity pitfalls—such as poor prioritization, distractions, and burnout—these steps empower readers to take control of their time and energy. Whether you’re a professional juggling competing demands or an entrepreneur looking to optimize performance, this guide offers practical advice for achieving more with less effort, unlocking sustained success in both work and life.

In my article “Productivity: It All Comes Down To The Pilot In The Box!” I unpacked the trinity of mindset, habits and behaviours versus the plethora of productivity tools and apps available on the market. I am not saying that tools can’t be helpful, but without the right mindset, habits and behaviour, any app or tool is just another tool.

In this follow-up article, I share practical advice for boosting your productivity, and unlike newfangled apps and tools, they won’t cost you a penny. Better still, you can implement them immediately.

Set clear objectives and priorities.

Why: Clarity is the bedrock of productivity, be it personal development or business management. Ambiguity is the enemy of productivity. Busyness does not achieve your objectives; it’s a meaningless waste of time.

How: A clear goal or vision of success helps focus your energies on what truly matters and prevents wasting time on less important tasks.

The SMART goal technique (specific, measurable, achievable, relevant and time-bound) is powerful. Focus first on the “SMT”; resolving the SMT gives you a specific goal, precise measures and a timeline by which you will deliver. This is clarity.

The “A” tests confidence. Confidence is a two-sided coin. On the one side, it tests your belief that you can achieve your goal. The other side tests whether you believe what you’re aiming to achieve is possible. You do not need supreme confidence; you just need more belief than doubt.

The “R” tests importance. I call it your “bothered-o-meter.” A goal you’re bothered about will register highly and sustain you when things become challenging. However, choose something you’re less bothered about; if it doesn’t inspire you or becomes challenging, you will likely switch to something more interesting.

Clarity is essential for prioritisation. Critical thinking tools help you remove bias and preference from decisions. We all prefer to do things we enjoy or are easy, but often, it’s the complex tasks or the things we least enjoy that will move us forward toward our goal.

Knowing what you want, why you want it and when you need it enables you to prioritise. The Eisenhower Matrix, which separates tasks based on urgency and importance, can be invaluable. Another method is the ABCD prioritisation technique, where tasks are categorised from most to least critical.

Establish routine and structure.

Why: Our brains respond well to habits and patterns; it’s how we’re wired. Routines reduce the number of decisions you make every day, which conserves mental energy for more critical tasks. Without this cognitive energy saving, we suffer “decision fatigue,” where the quality of decisions deteriorates after lengthy decision-making sessions.

How: Building a routine involves setting specific times for various activities, such as work, exercise, meals, and relaxation. Time-blocking is a practical method where you allocate blocks of time for different tasks, creating a visual structure for your day. This approach can help maintain focus on the task at hand and reduce the tendency to multitask, which is often less effective. Don’t forget to include breaks and leisure activities in your schedule to prevent burnout.

Eliminate distractions.

Why: In a world where information is constantly at our fingertips, distractions are a significant barrier to productivity. Take social media; these platforms are notorious distractors engineered to keep us on the channel by triggering our biochemistry.

Receive a like, comment or any form of positive interaction, and it stimulates dopamine release. This release promotes pleasure and satisfaction, like the gratification you might get from eating food you enjoy or winning a prize. The intermittent and unpredictable nature of these social rewards creates a pattern like gambling, where the anticipation of a reward keeps users coming back.

Email, Teams, Slack and other systems can also release dopamine, but they can also trigger cortisol. Cortisol is released when we feel stressed. High volumes of email and system notifications can cause anxiety, which can, ironically, drive us to check more.

Distractors’ fracture concentration significantly decreases the quality and quantity of work produced. Switching between tasks inevitably means some of our attention remains with the previous task, reducing our ability to entirely focus on the new task.

How: Identifying and mitigating distractions is critical. Tools like Focus@Will, which offers music designed to aid concentration, or apps like Freedom and Forest, which block distracting websites, can be helpful.

Setting specific times for checking emails and social media, rather than constantly responding to notifications, can help maintain focus. Creating a dedicated workspace free from clutter and potential interruptions can also enhance concentration.

Cultivate a growth mindset.

Why: A growth mindset, a concept popularised by psychologist Carol Dweck in her book Mindset, centres on the belief that we can all develop our abilities and intelligence.

This perspective encourages resilience, a passion for learning and a willingness to confront challenges, all essential for personal and professional growth. Viewing failures not as insurmountable setbacks but as opportunities for learning and development fosters a positive attitude toward challenges.

How: Cultivating a growth mindset involves several practices. Keeping a journal can be a powerful tool for self-reflection and tracking progress. Embrace criticism, and choose to see it as valuable feedback that will help you grow.

Adopting a mindset that sees challenges as the vehicle to stretch and grow will boost resilience. Celebrate small wins to help maintain motivation. View setbacks as steps on the journey; ask what can be learned from the experience rather than viewing it as a failure.

Conclusion

The secret is harnessing proven tools to help our “pilot” make better choices, from what we focus on and deciding what tasks are important to creating the space to get stuff done. Our mindset will determine whether we challenge ourselves, repeat the same mistakes, learn, and grow on our journey to becoming highly productive.

Productivity is more than choosing the right tools. With clear objectives and priorities, productive routines and structures, eliminating distractions and cultivating a growth mindset, you can unlock the pilot in the box.

This article first appeared on Forbes.com on 13th December 2023

Posted On September 13, 2023 By Ricky Muddimer In Article, Forbes, Goals, High Performing Teams, Leadership, Management, Metacognition, Mindset, Productivity /

Areas Every Leader Must Master For Success: The People Category

This second instalment of a three-part series focuses on the “People” category, highlighting three key leadership elements: engagement, feelings, and talent.

Engagement: Leaders must connect team members to the organisation’s purpose, fostering personal commitment and motivation. Consistently reinforcing the “why” helps maintain alignment and enthusiasm.

Feelings: Creating a psychologically safe environment is crucial for innovation and growth. Leaders should promote a culture where failure is seen as an opportunity to learn, encouraging resilience and risk-taking while maintaining accountability.

Talent: Attracting and developing the right talent is not just a goal; it’s a necessity. Leaders must ensure their teams are diverse in thought, aligned with the organisation’s purpose, and capable of driving success. Tough decisions may be necessary to maintain a high-performance culture, but the benefits of a diverse and capable team are worth it.

The article also provides critical questions for leaders to assess and enhance their approach to engaging, supporting, and developing their teams. The series will conclude with a focus on mastering productivity, emphasising effective plan execution.

In this second part of my three-part miniseries, we’ll explore the category of people, which follows hot on the heels of purpose, which we explored in part one.

The people category is comprised of three elements: engagement, feelings and talent. Your role as a leader is to create a psychologically safe space where people can thrive and deliver. People perform at their best when connected to their work and when they understand the impact it will have. They also need the space and opportunity to learn, grow and develop, knowing their boss has their back.

Let’s take a closer look at the three elements of the people category.

Engagement

Skilled leaders bridge the gap between individuals and the higher purpose. They help team members understand the significance of the goal on a personal level, fostering a sense of purpose and passion within each person.

I work with many leaders on their purpose. They put time and effort into crafting an inspiring, compelling, and engaging message. Enthused by their work, they share it and get their troops fired up, only to let it die on the vine.

The purpose (the “why”) is a leader’s most potent engagement tool; it helps you find the right people for the journey. Purpose is a drum that you need to bang repeatedly, constantly reminding people why we all do what we do.

Feelings

This is far from the soft side of leadership. Leaders are custodians of organisational culture, responsible for cultivating an environment where people can flourish, learn and push boundaries. To do this, you must provide a psychologically safe space where individuals can confidently pursue growth and innovation, knowing their boss has their back.

I have heard leaders openly say, “It’s okay to fail,” only to blow up when things go wrong. In her book Dare to Lead, Brené Brown likens this to sticking someone on a plane and expecting them to skydive without first teaching them how to land.

As a leader, you must build a win-or-learn culture, harnessing failure as an opportunity to grow. This does not mean ignoring conduct and capability issues; people still need managing. But encouraging them to take a chance means people will innovate and do the right thing when it matters most.

Talent

Leaders are blessed (or cursed) with the relentless pursuit of finding and retaining the right people aligned with the higher purpose. Make sure you surround yourself with talented individuals connected to the purpose, and nurture and develop your team members, ensuring that their skills match the organisation’s demands. You must also make tough decisions to dismiss those who are not fully committed to the journey.

Three common pieces of advice for leaders are to surround yourself with different thinkers, clearly define high performance and intervene when people aren’t cutting it.

I have coached several leaders who have built a team of people like themselves. We like people who see the world as we do. But how do you know what your people really think? Find people who see the world differently from you; encourage, if not demand, that they challenge your perspective. People whose careers are in their boss’s hands will often play it safe when authority bias is at play.

I’ve seen leaders so focused on a top performer that they overlook their poor behaviours while picking up on other team members’ behaviours. This inconsistency creates a two-tier system that leads to a downward trend in overall performance, and people leave.

In one example, I worked with a leader who held their top performer accountable, only for them to exit. They were terrified their numbers would decline. However, the team responded positively; the overall team performance went up over time as people recognised that how we do the work is as important as the results. The team is now aligned and committed to the cause; of course, they still have challenges to overcome, but they work together.

Sadly, I have had to dismiss team members several times, but only after allowing them time to improve with coaching and support. In one case, it became apparent that their heart wasn’t in it, so it needed addressing.

I had a challenging conversation with them, after which they thanked me. They were desperately unhappy at work. My primary learning was to intervene early; we both could have avoided the pain of a drawn-out process.

This next section lays out a set of questions to help you stress-test the people category. It will help you define, check and balance so you can get the right people on the team, develop capability and engage people to get the best out of them. It will also help you understand how teams interact and how to encourage and manage healthy conflict while creating an environment where people want and feel able to give their best.

Questions to Ask

If you want to create an environment for people to flourish and a team people want to join, ask these questions.

Engagement

How might we connect people to the purpose?
How might we motivate people and keep them going?
What support structures might we need?
How might we help people learn and grow?
How might we measure engagement?

Feelings

How might we remove the fear of conflict?
How might we build resilience in our people?
How might we promote change as an opportunity?
What are we doing to create a psychologically safe environment?
How might we encourage meaning and purpose?

Talent

How might we attract the best people to work with us?
What do we need in our talent base—now and in the future?
What could we do to improve capability and develop capacity?
How might we create a learning culture in our teams?
How do we ensure that we nurture and retain talent—and move people on (or out)?
How do we identify talent?

Look out for the final part of this three-part miniseries where I’ll unpack the third area leaders must master for success: productivity.

Great leaders recognise that creating the right environment for their people to flourish with a compelling purpose is all well and good, but they still need to execute the plan and get it done.

This article first appeared on Forbes.com on 1st September 2023

Posted On September 1, 2023 By Ricky Muddimer In Article, Culture, Engagement, Forbes, High Performing Teams, Leadership, Management, Mindset /

Areas Every Leader Must Master For Success: The Power Of Purpose

Leadership remains a critical focus for organisations, with over $60 billion spent annually on leadership development worldwide. Despite extensive training, many leaders struggle to define their role clearly. In this first article of a three-part series, the author explores the concept of purpose as a foundational element of effective leadership, breaking it down into three key areas: higher purpose, perceptions, and scope.

Higher Purpose: Leaders must articulate a compelling and clear purpose that resonates across all levels of the organisation. A well-defined purpose guides decision-making and aligns teams, ensuring everyone is motivated and committed to achieving common goals.
Perceptions: Leaders play a crucial role as the organisation’s PR representatives, shaping both internal and external perceptions. By effectively communicating the purpose and linking each team member’s role to the broader mission, leaders foster a sense of ownership and alignment.
Scope: Striking a balance between ambition and resources is paramount. Leaders must identify the ‘Goldilocks zone’—setting challenges that are demanding yet attainable. This necessitates making strategic decisions about what to pursue and what to relinquish, ensuring that teams are not stretched too thin and that resources are utilised efficiently.

The article also equips leaders with practical questions to evaluate and refine their approach to purpose, perceptions, and scope. These insights are designed to empower leaders in driving their organisations forward while maintaining clarity of direction and focus. The next article in the series will delve into the second critical category: people.

Leadership is an ever-evolving concept that remains a subject of profound interest and exploration for professionals worldwide. Global organisations spend more than $60 billion every year on leadership development, honing the skills of seasoned and aspiring leaders.

Despite all this learning, a simple question baffles even the most seasoned leaders: “What exactly do leaders do?” You will find widespread discussion on leadership styles and theories, but there’s a distinct lack of focus on what leaders actually do.

I co-founded my company in 2016, a behavioural change business helping corporate teams “get out of their own way.” This talented team has multi-sector corporate world leadership experience gained in finance, utilities, hospitality, health care and telecoms, to name a few.

Over the years, we have encountered many frustrated leaders in our interactions, observations and countless coaching sessions in over 150 companies. From this emerged nine key areas related to what leaders should be doing. All nine, while expected, are surprisingly hard to find all in one place.

These nine areas fall under three core categories: purpose, people, and productivity. In a three-part miniseries, I will unpack each category and uncover the nine critical areas. I will share insights and examples and provide a comprehensive checklist guiding leaders toward effective and impactful leadership practices. In this first article, let’s start with the purpose category and look at its three key areas.

Purpose: Clarifying Direction And Focus

The purpose category boils down to three core elements: higher purpose, perceptions, and scope. Successful leaders understand the significance of shaping and articulating a higher purpose, managing perceptions inside and outside the organisation, and balancing their resources to achieve a demanding agenda.

Higher Purpose

I am working with the senior team of a top motorway services operator in the U.K., a highly successful organisation embarking on its next growth phase. They recognised that their 6,500-strong team needed to step up to do this. I challenged them to articulate their purpose as if I were a new starter on the front line of their business.

It was challenging; while they could intellectualise it, they couldn’t simplify it. The purpose should be compelling and translatable across the organisation to engage and keep teams motivated even when times get tough. The simpler it is, the easier it will be to socialise, share and inspire people to step up and pursue ambitious goals.

This overarching purpose defines future aspirations, informs decision-making, and forms the basis for any proposed changes to the plan. Any changes to strategies and tactics should be tested against the purpose. Does this align with our purpose? Accelerates our plan? And at what cost?

Perceptions

Leaders are the organisation’s PR representatives, building a team of individuals dedicated to achieving a common goal. They help others understand how their work fits the bigger picture, motivating and garnering acceptance to reduce barriers to success.

In my example above with the motorway service operator, the simplified strategy became three core areas that made sense to stakeholders at all levels. Leaders can lift it off the page and talk passionately with every team member. It enables team members to connect their contribution to the higher purpose.

In an effort to help cultivate consistent internal and external perceptions like these, my company runs its leadership program alongside senior team workshops, providing tools and mental models and extending permission to apply them to meaningful sponsored business projects.

Scope

Ambition is essential for companies to drive forward, stretching their teams to perform. However, leaders must balance their resources, which is particularly tricky for leaders who continually demand more.

Leaders should look for the Goldilocks zone. If the challenge is not great enough, your people get bored and coast along—until the pace increases, then find it hard to step up. Too much on the agenda, and you will burn out your people or risk achieving nothing; at best, you will have delays or cut corners to meet demanding timelines, quality expectations, and budgets.

It is much better to focus on what you care about; challenging, yes, but achievable. Business strategist Michael Porter says that strategy is choosing what not to do. Leaders often forget that resources are finite, be that skills, people or budget.

I am coaching a project manager of a large U.S.-based med-tech company based in Europe. They report to the U.S.-based project management office (PMO). My coachee’s frustration is “too many projects with too few resources available.” Add to this senior colleagues refusing to talk truth to power. They are not calling out resource shortages or pressure on timelines for fear of repercussions at a more senior level—the impact is overcommitting others to unachievable expectations and setting them up to fail.

Questions to Ask

Leaders must be careful what they ask for and foster a psychologically safe space where people can and will share reality.

These questions can help leaders define, check and balance their higher purpose and perceptions and manage a demanding yet achievable agenda.

Higher Purpose

What are the compelling reasons why we do what we do?
Why this and not something else?
Why is this better than doing nothing?
If all else fails, what would we revert to?
What are we not prepared to compromise?

Perceptions

How do we judge how others see the purpose?
How do we communicate our view of the purpose?
How do we promote congruent attitudes and behaviour?
What are we consistently doing to grow the team?
How do we, as leaders, model for and serve our followers?

Scope

What are the most relevant priorities for us?
What’s in scope—and what’s not?
Why this first? Why now and not later?
What are the boundaries of our activity?
What are we prepared to give up?

Look out for part two of this three-part miniseries on areas leaders must master for success. We’ll delve into the second category: people.

Great leaders understand that the success of any organisation lies in creating an environment where people can grow, succeed and contribute to a common purpose.

This article first appeared on Forbes.com on 11th August 2023

Posted On August 11, 2023 By Ricky Muddimer In Article, Culture, Engagement, Forbes, Leadership, Management /

A Blueprint for Cultural Transformation

In the complex world of corporate leadership, where strategies and technologies come and go, one element remains constant: the power of a strong organisational culture.

At Thinking Focus, we understand that culture isn’t just an abstract concept—it’s the backbone of every successful organisation. That’s why we’ve developed our Culture Blueprint—a comprehensive, actionable guide designed to help business leaders like you build a thriving culture that drives sustainable growth and engagement.

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Posted On July 24, 2023 By Ricky Muddimer In Article, Culture, Flip Book, Leadership, Management /

Four Pillars For Aspiring Leaders For Self-Discovery And Growth

So, you want to be a leader; you want to lead a team and deliver amazing results for your organisation. Of course, those rewards, perks, and other benefits are attractive, too. But have you thought about what leadership entails, what’s involved, and the consequences?

In this article, you will discover four pillars of leadership that need your due consideration if you are to navigate the highs and lows of being a leader in today’s challenging business environment.

Are you prepared for the personal sacrifices and impact on your relationships outside work?
Are you ready for the cognitive load that leaders face today as they tackle large-scale challenges and threats from all sides?
Do you know the stakeholder landscape and what it takes to mobilise your resources to achieve your goals?
Do you have the resilience to stay the course and bounce back when things go wrong?

Leadership, a coveted realm for the ambitious, beckons countless individuals with its promise of steering teams toward success. Yet, the true nature of leadership is a labyrinthine tapestry that demands much more than anticipated. It necessitates a profound shift in mindset and an unwavering embrace of novel challenges. Before embarking on this transformative odyssey, aspiring leaders must pause and reflect, mentally preparing themselves for the profound metamorphosis that awaits. Authentic leadership transcends the role of a mere conductor guiding an orchestra; it demands a transition from doing great work to thinking strategically.

But what foundational pillars should these aspiring leaders explore before immersing themselves in the depths of leadership?

Let us explore each pillar, accompanied by guiding questions that aid aspiring leaders in introspection, illuminating their preparedness.

The Personal Pillar: Striking A Harmonious Balance

Leadership roles, undeniably demanding, cast their immense influence upon every facet of your life. While these positions bestow countless benefits, they often exact sacrifices from aspiring leaders and their loved ones. Successful leaders comprehend the significance of involving their families in decision-making, establishing clear boundaries and fortifying a robust support system. Such support alleviates burdens, permitting leaders to wholeheartedly dedicate their time and energy to the demands of their roles.

How do you envision aligning your personal life with the demands of leadership?
What sacrifices are you willing to make in your quest for leadership?
Have you engaged in discussions with loved ones, considering their perspectives?
How can you establish clear boundaries between work and personal life to maintain a healthy equilibrium?
What support systems or resources can you assemble to navigate the leadership challenges?

The Cognitive Pillar: Embracing A Paradigm Shift

Leadership necessitates a cerebral metamorphosis, a transition to an entirely new modality of thinking about the world of work. Strategic and conceptual thinking empowers leaders to grasp the grand tapestry, connecting disparate data points and deploying creative problem-solving skills.

These cognitive capabilities complement the skills for managing, prioritising, organising and setting standards. Effective leaders empower those around them to think, fostering an environment where collective intelligence transcends the sum of its parts.

How comfortable are you with shedding the cloak of a “doer” mindset in favor of a strategic thinking mindset?
What new patterns of thought or skills must you cultivate to excel in a leadership role?
How can you foster a culture of strategic thinking and unleash creativity within your team?
Are there any blind spots or biases that might impede critical thinking and effective decision-making?
How can you motivate and empower your team members to harness their cognitive abilities, contributing to collective intelligence?

The Awareness Pillar: Navigating The Human Tapestry And The Surrounding Landscape

Esteemed leaders possess a heightened awareness of the individuals they lead and the landscapes within which they operate. Understanding people demands self-awareness and strong interpersonal skills, enabling leaders to comprehend and motivate their collaborators. This combination begets the necessary gravitas and influence. Awareness of the environment encompasses understanding the organisational structure, its politics and the broader market landscape, including competitors and emerging trends.

How well do you comprehend your strengths, weaknesses and motivations?
What steps can you take to enhance your self-awareness and emotional intelligence?
How can you foster robust relationships and effectively communicate with diverse individuals?
What strategies can you employ to remain abreast of internal dynamics within your organization and external market conditions?
How can you proactively anticipate and adapt to changes in your environment, surging ahead of the curve?

The Resilience Pillar: Flourishing Amid The Tempest

Mastery of resilience distinguishes triumphant leaders. They cultivate mental fortitude to withstand the demands of their roles and navigate setbacks, becoming the emotional anchors upon which their teams rely.

Even the most adept leaders face moments when the role pushes them to their limits. Therefore, leaders must develop coping strategies, recognise their reactions under stress and establish routines and techniques to sustain themselves during challenging periods.

Are there any self-limiting beliefs or patterns that might hinder your resilience?
How can you build a support network of mentors, colleagues or coaches to aid you during trying times?
What self-care practices and habits can you incorporate into your routine, perpetuating resilience in the long run?

Wrapping Up

Aspiring leaders must embark on an odyssey of self-discovery, delving into the depths of these four pillars before destiny thrusts them into leadership roles. This journey of discovery allows future leaders to assess their readiness, cultivating a profound understanding of the path ahead.

Leadership is not a destination but an enduring pursuit of excellence. Aspiring leaders can forge a path toward influential and fulfilling leadership by building solid foundations upon these four pillars, enriching their personal and professional lives.

This article first appeared on Forbes.com on 18th July 2023

Posted On July 20, 2023 By Ricky Muddimer In Article, Forbes, Leadership, Management, Metacognition, Mindset /

A Blueprint for Change Managers

In today’s fast-paced business environment, the ability to manage change effectively isn’t just a competitive advantage—it’s a necessity.

Change leaders and change agents are at the forefront of this challenge, tasked with not only navigating but also driving successful transformations within their organisations. This is where our Change Blueprint becomes an indispensable tool.

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Posted On June 6, 2023 By Ricky Muddimer In Article, Change, Flip Book, Leadership, Management /

You can have both: Development that sticks and 5X ROI

Changing Behaviour through Business Challenges

Developing teams is costly and time-consuming; at Thinking Focus, we know how important your people are to you and how important it is to show that your development dollars and pounds hit the mark.

Our extensive experience in leadership and management development has taught us the four conditions for success pivotal to every group development programme we run. It requires a collaborative approach with clients, which means they have to step up, their participants, and us.

Together, we can create an environment where participants thrive and achieve demonstrable ROI significantly over and above the programme cost, conservatively a minimum of 5X in almost all cases.

Want to see how challenges can work for your organisation?

Why not book a call, and we can discuss how it works and if it’s right for you.

Posted On May 30, 2023 By Ricky Muddimer In Article, Flip Book, Leadership, Management /

What makes goals so essential to your success?

So, why are goals so important?

“It must be borne in mind that the tragedy of life doesn’t lie in not reaching your goal. The tragedy lies in having no goals to reach.”

Benjamin E. Mays

The change over from one calendar year to another is a prime example of when your thoughts turn to ‘what the future might hold’ — and you start to think about the year ahead and make plans: join the gym to meet your health plans; you book holidays to cater for leisure plans and have something to look forward to. You may even want to change your job or career.

What do all these have in common? They are just dreams and wishes unless you convert them into a goal.

Let’s face it: how many gyms are full to bursting in January only to return to normal in February? How often do we say we will change our job only to remain in the same role at Christmas? Where most of us are better is the annual holiday, we get organised for this! Hmm, I wonder why?

New Year’s resolutions are a type of goal — badly flawed in most cases — because we do not clearly define them or attach a plan to them — and in most cases, we make them on a whim.

In this video, Ricky talks about three elements essential to making a New Year’s resolution work.

If you want to accomplish something you care about, it will involve defining goals — you may not realise it or refer to it as a goal. Still, the reality is you accomplish nothing without a goal, however well (or poorly!) defined that goal is.

How do goals work?

“If you set your goals ridiculously high and it’s a failure, you will fail above everyone else’s success.”

James Cameron

Goals work by activating your reticular activating system (RAS). This part of your brain focuses the mind on what’s important. So, when we program it with something as powerful as a goal, we unlock a powerful weapon that is now armed to look for connections to help move us forward to our desired future — your conscious and subconscious working to help you achieve your goal.

A great example of how the RAS works is when you want a new car, not necessarily brand new, but new to you. When you decide on the make, model and colour, your RAS starts looking, and suddenly, you notice many cars that match the one you are looking to buy. Were they there before, or have they just appeared?

What do goals need to make them work?

“All successful people have a goal. No one can get anywhere unless he knows where he wants to go and what he wants to be or do.”

Norman Vincent Peale

For goals to work, they need five ingredients:

Something specific to achieve, have or become.
A measure to determine when you have accomplished it.
A time scale to focus your mind.
A relevance or importance — otherwise, why bother?
A level of confidence that you can achieve your goal.

You probably recognise this is the goal-defining technique — SMART, but you may not notice that we believe the order should be different.

Graham explains why the order of SMART should be different in this video.

A great way to look at goals is to use the goldilocks effect:

Too easy, and you will be uninspired.
Too hard, and you will give up easily.
Aim for just right, stretching enough to make it worthwhile and meaningful but not too easy that it fails to get you up for it.

Why do they say writing your goals down is so important?

“If they are not written down, they’re just dreams. When you write things down, it sets off a chain of events that will change your life.”

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Writing your goals down forms a conscious reinforcement and commitment to your goal. Your memory will never be stronger than the written word, so it removes wriggle room, preventing you from rewriting history later down the line.

Writing goals down has many benefits:

It channels our motivation and forces us to think carefully about what is important to us.
It helps us prioritise, set goals and determine why they’re important to us and activates our conscious mind.
Writing them down allows them to seep into the subconscious, enabling us to make connections and recognise thoughts and actions that contribute towards our goals, even when we are not actively thinking about them.
It is a constant reminder (provided that we revisit it regularly) and helps the RAS look for connections.

You could take it to another level, like one of our valued clients who took their commitment a step further. They externalised their goals, not just with their partner, their boss or other work colleagues (assuming they have); they shared them on LinkedIn! What better way to demonstrate your commitment to your goals?

Externalising your goal with others elevates your commitment and is a valuable driving force when things get tough. It also means that others can support, help and even make connections for you. And let’s face it; there’s nothing quite like the psychology of public commitment to get us to act congruently with our words.

What types of goals are there?

For us, goals fall into one of four types:

Those you can quantify and measure, for example, financial, process or service improvement.
Those that are subjective or qualitative, for example, team morale, relationships and feelings.
Those that are big, complex and made up of many parts like projects and programmes.
Those that are visions or aspirational goals, for example, company visions like Apple, who want to ‘make a ding in the universe’.

But what happens when we’re given a goal we don’t want?

“Imposing a goal on someone is like placing all your chips on black 13 and expecting it to come in — you leave the outcome to fate.”

It happens all the time in the workplace, but if it’s something we don’t want to do or don’t feel is important, it may never happen. For a goal to be achievable, we need to believe in it.

If you, like me, have ever had a goal imposed upon you, it’s not a great feeling and certainly not motivational. Especially when that goal is uninspiring or too demanding, this leaves you with a sense of reluctant acceptance, and I’ll give it a go — hardly a recipe for a successful outcome.

How could you help your people take on new goals?

“A goal set for or imposed on others is not truly owned by them without involvement, a compelling purpose and commitment.”

You can help your people with new goals in several ways, but they may take more time than simply handing goals out at the beginning of the new year or quarter. Goals are more likely to be accepted if you involve your people in defining them and explaining their purpose and what makes them crucial to the organisation.

We recommend investing the time upfront; it will save you loads of time later, build stronger commitment and inspire your people.

Share the big-picture goals with your people and involve them in the goal-defining process; they will surprise you with their ambition!
Set the frame and allow them to define their goal. Your role is to coach them to get clarity, ensure it aligns with the big picture goals, help them find personal meaning and begin building the plan with some creative thinking that explores ideas, resources and potential obstacles.
If the goal has to be imposed, at least spend time with them to understand their mindset — is it helpful, or are they having doubts? Encourage them to surface their unhelpful thoughts and explore them. How many assumptions are they making? How many are founded on incorrect or outdated information? How many are valid concerns? How could you help them? Well, as is #2 above, coach them — your job is to set them up for success!

How do you define your goals?

You may already have some goals, but they may not yet be fully formed; they may be just ideas. What they need — is bringing life and adding a bit of detail — even a bit of colour to provide clarity, purpose and belief.

It doesn’t matter if your goals are personal or work-related; the process is the same:

Get clarity:

What specifically do you want to have, achieve or become?
How will you measure your success? What evidence will you provide to demonstrate that you have accomplished your goal?
By when will you have achieved your goal? The date should be an exact calendar date as you see on the front page of a newspaper.

Have a strong purpose:

Considering everything you have on your plate, what makes this goal so important to you?
Assuming you haven’t got a Time-Turner like Hermione Granger (Harry Potter) and access to time travel, what are you prepared to give up to achieve this goal?

Have belief:

How confident are you that you can achieve this goal with the time and resources at your disposal?
How will you manage dips in confidence as you pursue your goal?

Ultimately, look to get your goal into a single sentence:

‘By [insert exact calendar date], I will [insert specific outcome you intend to accomplish] as measured by [insert how you will prove you have achieved it, what will you show?].

You should then add two benchmark scores:

On a scale of 1–10, where 10 is high, how important is this goal in relation to everything else you have going on? [insert your score/10]

Recognise that a score of 10 means it is the most important thing in your life right now. Also, if your score is four or less, it is unlikely to get prioritised highly enough to focus on it.

On a scale of 1–10, where 10 is high, how confident are you that you can achieve your goal? [insert your score/10]

You are not looking for a 10/10 here, which might suggest your goal is too easy (remember, Goldilocks); you are ideally looking for a six or higher confidence score. However, if you score four or less, you should review the size of the goal or consider extending the timeline.

Here are some resources you may find helpful from our YouTube Channel:

Wishing you a successful year in pursuing and achieving your goals.

Posted On February 24, 2023 By Ricky Muddimer In Article, Blog, Goals, Leadership, Management, Metacognition, Mindset /

Why are my people not stepping up?

As a leader, you cast a shadow. It may be unintentional, but it is inevitable. In your role as the ‘boss’, the ‘Grand Fromage’ (big cheese), the top banana, you create a range of perceptions for people that casts a shadow. A shadow is made up of a collection of helpful and unhelpful thoughts, it’s the lens through which your people attempt to interpret what you stand for and what you really want from them. Your shadow is how you are seen and become known – it’s your reputation.

A shadow is made up of a collection of helpful and unhelpful thoughts, it’s the lens through which your people attempt to interpret what you stand for and what you really want from them.

Leadership shadows can be fantastic, but they can also be destructive.

Let’s consider a leadership shadow that isn’t working. You, the person, may be reasonable (well, most of the time) and impatient—yes, but reasonable. You hired your people to do a job, but they are not stepping up for some reason. If your shadow creates doubt or uncertainty in your people, they will look for reassurance that they are doing a good job and getting it right.

Your tendency, though, is to step in and poke around to get the confidence and reassurance you need that they have it covered. So, when you lack confidence and need reassurance, you poke further, ask more searching questions, and start to dig deeper.

Do you see the problem? You both want confidence and reassurance.

But, if your leadership shadow causes uncertainty, you will unlikely get the confidence and reassurance you crave. When your people feel uncertain, they may pause and not want to expose a perceived weakness; you are their boss! As the boss, you decide people’s future. People don’t want to give their boss any cause for concern. And so, inertia reigns; they pause, fret, slow down, and, inevitably, are scared to fail.

When your people feel uncertain, they may pause; they may not want to expose a perceived weakness.

And so, the perpetual cycle begins as they wait for the leader to provide direction and guidance; as the boss, you feel the need to check and search for comfort. This feeling leads to resentment; as people start to question your trust and faith in them, you as the leader start to question whether your team are up to it; you’re not seeing them stepping up!

Photo by Ian Keefe on Unsplash

We call this the leadership vacuum; it emerges as a void between leaders and their reports. Learned helplessness leads to inertia and causes frustration. Leaders want their people to step up, and direct reports often want their leaders to set the directions and get out of their way.

The solution to this problem requires a change in behaviours from both.

As a leader, you need to create the headroom for your people to step up. That means being prepared to give before taking, and trusting your people. When you trust people and communicate that trust clearly and openly, you can begin the dialogue and establish the behaviours that fill the vacuum — creating safety where people can fail safely and not question themselves about their own self-worth in your eyes as their leader. To paraphrase Brene Brown, author of Dare to Lead, ‘let’s teach them to land before you ask them to jump’. This environment of trust enables learning and creates the space to test assumptions and expectations without concern.

When you trust people and communicate that trust clearly and openly, you can begin the dialogue and establish the behaviours that fill the vacuum.

In this podcast, Richard and Ricky explore what this means. What is different about the way in which senior people need to think, and what does that mean for them and the way that they work?

You can find out more about the four areas and how we use them below:

Pillars of Leadership

Your people need to step into the void and take a risk, enter the growth zone and trust you to have their backs. This leap, however, won’t happen until you put your trust in them. Until you communicate clearly about what you expect and work together to define how they might do it, and then crucially, get out of their way and let them get on with it.

Photo by Mohamed Nohassi on Unsplash

Whichever role you’re in, it takes a leap of faith. It will take some coaching, regular discussion, and check-ins. You’re both looking for new behaviours that provide you with confidence and reassurance for it to become your new normal. It will take a little time to change your “go-to” behaviours of poking around to look for the certainty you need.

But, as with most things, if you want your people to step up – that journey begins with you!

Thinking Focus are behavioural change experts in the workplace. We believe that individuals, teams and business units underperform, not by choice, but because they can’t get out of their own way. We help individuals, teams, and business units challenge mindsets to unlock untapped and hidden potential and become more effective and productive.

Posted On May 13, 2022 By Ricky Muddimer In Article, High Performing Teams, Leadership, Metacognition, Mindset /