In this video, we’ll discuss how involving your team in problem-solving can help you succeed.
We’ll explore the benefits of team problem-solving, how to approach it, and the best ways to implement it within your organisation.
Resources:
By involving your team in problem-solving, you’ll be able to achieve success more efficiently and effectively. You’ll be able to identify and solve problems quickly, and you’ll be able to build trust and collaboration within your team. This is an important skill to have if you want to be successful in your career, and this video will help you learn how to do it!
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.
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
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.
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…
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.
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
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.
Reflection: the secret to personal growth challenges the fact that too few of us take stock of what we’ve done or explore what happened. So, we get stuck and repeat mistakes. This video provides you with a simple yet powerful model from Terry Borton (1970), enabling you to learn and grow using three powerful questions.
Try it, you’ll be amazed by your results.
Those who do not learn history are doomed to repeat it! George Santayana
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
Biases can be like Jedi mind tricks; they can work for and against us. These cognitive shortcuts can cause us to make flawed decisions, so how can you make better decisions by minimising bias?
Cognitive biases affect various aspects of our thinking, including perception, memory, attention, and decision-making. Our brains use them to process information quickly, but they can lead to errors and distortions in our understanding of the world.
At Thinking Focus, we believe that metacognition (or, as we prefer to say, thinking about thinking) influences everything we do. We aim to help you understand how you think so you can recognise thought patterns and develop strategies to change or mitigate unhelpful thought patterns. Biases are heuristics (cognitive shortcuts) that our brains create to lighten the cognitive load, enabling us to cope with the demands we face in today’s high-paced, complex world.
