We have two primal fears: shame and death! Evolutionary strong feelings that were designed to keep us alive, but not really designed for the modern workplace, yet these fears play out strongly in our day-to-day lives.
In this episode of our mini-series on getting out of your own way, Richard and Ricky discuss how fear of failure might drive our behaviour, and not always in ways that make us more productive or easy to get on with!
Rob and Paul continue this mini-series within The Question Is podcast about some of the different ways that people ‘get in their own way’. This time we consider perfectionism.
Could perfectionism be an advantage, or are we confusing high standards, with nothing ever being quite good enough?
Like most traits that get in our way, these habits were once useful, which is why they have become a habit. Then, out of the blue, the very thing that was helping becomes the thing getting in the way.
Paul and Rob explore the fine line between driving to excel and perfectionism and discuss strategies for perfectionists to stay on the right side of the line.
The feeling that you are an imposter, doing something you feel unqualified for or that you have no right to do. Going to work every day with the feeling that this is the day when everyone will realise that you are there by mistake, and it is time for you to go.
Surprisingly, it is a very common feeling, one that most of us will experience at some point in our working life. In this episode of the podcast, we continue to explore the different things that we do, getting in our own way. Richard and Paul talk about imposter syndrome / phenomenon / thoughts (it has many names), look at why it exists, share their experience of having it, and explore strategies that might help you see the feeling in a completely different light.
Can you have a goal that is too big? Or too small?
In this episode of the podcast, Ricky and Rob explore how we can get in our own way when we pick goals that are either too easy or too hard.
They discuss how our belief in our ability to achieve the goal dramatically impacts how we approach it, so the best goals always fall within a ‘goldilocks’ zone of not too hard and not too easy; falling in the zone of just-right like the best porridge! Even when we have the right level of belief, that on its own is not enough. Rob and Ricky explore how the goal needs to be relevant to us, congruent with our overall priorities, before we will truly allocate the time needed to be successful.
Confidence is an integral part of our own personal success. With it we make bolder decisions, try and little harder and frame difficulties as obstacles, without it we become more cautious and only see barriers. Not having confidence, in ourselves, the people around us or the situations we find ourselves in is one of the most common ways we get in our own way.
In this podcast, Rob and Paul explore what confidence is, and how we get it. Do we need confidence to do the things we do, or do we get confidence from doing them? This is the classic psychological chicken and egg…
Ever wondered why you can find so many things to do when you have something important to get done or why social media seems more interesting than the piece of work in front of you?
Most of us procrastinate from time to time, some of us more than others. In this podcast, Paul and Ricky explore why we do and how it is often misunderstood (especially by those that don’t do it as much). Importantly, they explore the different strategies for tackling procrastination when it gets in the way.
If you know someone who might find this or any of our other podcasts useful, can you do us a favour and share this with them? You will be helping them and helping us. Thanks
The idea that we think fast and slow (Daniel Kahneman) or like a chimp and a human (Steve Peters) has moved from the world of psychology and now is part of everyday understandings of human behaviour. So, what is the impact of these two different ways of thinking have on leadership in organisations, and which one should leaders be using?
Ricky and Rich discuss their observation of working with leaders and how their thinking drives the results and behaviours in themselves and their followers. Where does fast thinking work, and where might slow thinking have the advantage?
Why is it that some people thrive when change happens, and others seem to do so badly? Change at work is almost the only constant left, yet many of us are really bad at handling it; missing the opportunities that change often presents.
In this podcast, Richard and Ricky explore what we can learn from the people who have handled change well. What can all learn from their behaviours to ensure that the next time we face change at work, we can make the most of the situation?
Talent conversations come in many shapes and sizes. Talent is more than just how good you are today; it also encompasses how well you fit into the plans for tomorrow. Your plans, the organisation’s plans, and their plans….
What could possibly go wrong?
Ricky and Paul tackle the conversations that leaders need to have to help the people around them understand where they are right now, what is expected of them and where they need to develop. Talent conversations may not be easy, but with a bit of structure and thought, they can be positive and constructive interactions that help people grow.
Working out who the talented people are sounds easy, but it turns out to be quite complex for many leaders. Loyalty and liking get in the way of tough decisions, and potentially get confused with performance. We also ignore issues when they are small, making them really difficult to deal with once they become a problem.
In this podcast, Paul and Ricky explore a model used by a lot of organisations to help them think about talent, and the different ways that people need to be managed to get the best out of them. The model, affectionately known as the nine-box talent grid, explores two distinct factors: current performance and future potential. Performance is all about what they are doing today, whereas Potential considers what the organisation needs from them tomorrow. How can we use this model to get the right people in the right place, and manage our people effectively?
