Catherine Gillespie
  • Female
  • Geelong, Victoria
  • Australia
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A blog post by Catherine Gillespie was featured

Difficult Conversations Part 1

Holding a conversation for which you believe the content will upset the listener evokes the concept of a difficult conversation. Difficult because the speaker often assumes the news will be difficult for the receiver to hear. And so the conversation also becomes labelled as difficult for the speaker to know how best to frame what they need to say to cause the least discomfort for the listener. In such situations, the manager may make assumptions about the intellectual and emotional intelligence…See More
Friday
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Catherine Gillespie posted a blog post

Difficult Conversations Part 1

Holding a conversation for which you believe the content will upset the listener evokes the concept of a difficult conversation. Difficult because the speaker often assumes the news will be difficult for the receiver to hear. And so the conversation also becomes labelled as difficult for the speaker to know how best to frame what they need to say to cause the least discomfort for the listener. In such situations, the manager may make assumptions about the intellectual and emotional intelligence…See More
Thursday
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A blog post by Catherine Gillespie was featured

Emotional Agility

Susan David, psychologist and author of the book ‘Emotional Agility’ states that organisations need to get comfortable with uncomfortable emotions in order to provide a psychologically safe workplace in which staff feel safe to bare their emotional truth. She believes that when leaders are comfortable with uncomfortable emotions, they are better equipped to listen to staff and explore the real drivers of the emotion to uncover mutually beneficial outcomes for both the staff member and the…See More
Dec 16, 2019
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Catherine Gillespie posted a blog post

Emotional Agility

Susan David, psychologist and author of the book ‘Emotional Agility’ states that organisations need to get comfortable with uncomfortable emotions in order to provide a psychologically safe workplace in which staff feel safe to bare their emotional truth. She believes that when leaders are comfortable with uncomfortable emotions, they are better equipped to listen to staff and explore the real drivers of the emotion to uncover mutually beneficial outcomes for both the staff member and the…See More
Dec 13, 2019
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A blog post by Catherine Gillespie was featured

Investing In The Right Relationships

A Harvard Business Review ‘Management tip of the day’ recommended the prioritisation of working and spending time with colleagues that help one to feel fulfilled  and to minimise interactions with colleagues one finds depleting. Essentially the article was a call to action to invest in the ‘right relationships’.I fully agree with the focus on investing in the ‘right relationships’ but perhaps this term firstly needs to be defined. If you happen to be a one person team or a sole…See More
Nov 11, 2019
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Catherine Gillespie posted a blog post

Investing In The Right Relationships

A Harvard Business Review ‘Management tip of the day’ recommended the prioritisation of working and spending time with colleagues that help one to feel fulfilled  and to minimise interactions with colleagues one finds depleting. Essentially the article was a call to action to invest in the ‘right relationships’.I fully agree with the focus on investing in the ‘right relationships’ but perhaps this term firstly needs to be defined. If you happen to be a one person team or a sole…See More
Nov 8, 2019
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A blog post by Catherine Gillespie was featured

Hidden Agenda

Will the real agenda please stand up!One of the biggest contributors to mistrust between a staff member and their manager is the belief by the staff member that the manager has a hidden agenda.The staff member doesn’t know what the manager’s hidden agenda is but they have such a strong suspicion that one exists they can almost become consumed by trying to work out what it is and devise a number of different scenarios to protect themselves. With this mindset, it almost doesn’t matter what the…See More
Oct 16, 2019
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Catherine Gillespie posted a blog post

Hidden Agenda

Will the real agenda please stand up!One of the biggest contributors to mistrust between a staff member and their manager is the belief by the staff member that the manager has a hidden agenda.The staff member doesn’t know what the manager’s hidden agenda is but they have such a strong suspicion that one exists they can almost become consumed by trying to work out what it is and devise a number of different scenarios to protect themselves. With this mindset, it almost doesn’t matter what the…See More
Oct 16, 2019
0 Comments
A blog post by Catherine Gillespie was featured

Feeling betrayed at work? Don’t betray yourself

The workplace is a melting pot of people with different personalities, personal values, past experiences and levels of maturity in self awareness and emotional intelligence. This means that each colleague will react to situations in different ways according to their fears and subconscious protection mechanisms.Unfortunately this means that some of your colleagues will react inappropriately and this will be demonstrated in various ways. Some reactionary behaviours can be very subtle (but none…See More
Sep 23, 2019
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Catherine Gillespie posted a blog post

Feeling betrayed at work? Don’t betray yourself

The workplace is a melting pot of people with different personalities, personal values, past experiences and levels of maturity in self awareness and emotional intelligence. This means that each colleague will react to situations in different ways according to their fears and subconscious protection mechanisms.Unfortunately this means that some of your colleagues will react inappropriately and this will be demonstrated in various ways. Some reactionary behaviours can be very subtle (but none…See More
Sep 23, 2019
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A blog post by Catherine Gillespie was featured

Is It Time To Re-Frame The Language?

In an earlier post titled ‘Who Really is the Difficult Conversation For?' I discussed the four stages for ensuring a clear and factual communication exchange that is both productive and constructive. Such a conversation is not just about conveying information, it is also about using the exchange to build rapport, understanding and professional relationships.In…See More
Aug 19, 2019
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A blog post by Catherine Gillespie was featured

Collaborative Leadership and LOVE?

Collaborative Leadership and LOVE?I was recently reading an article about the principles of ‘Collaborative Leadership’. The author suggested that “Principled Leadership’ required a leader to be clear about their own values as well as those of the organisation and be able to articulate them. The author then gave examples of the values that they believed embodied the concept of a true leader. These values were listed as:CollaborationGroup wisdomHonestyServiceEqualityTransparencyLoveI was tracking…See More
Jul 1, 2019
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Catherine Gillespie posted a blog post

Collaborative Leadership and LOVE?

Collaborative Leadership and LOVE?I was recently reading an article about the principles of ‘Collaborative Leadership’. The author suggested that “Principled Leadership’ required a leader to be clear about their own values as well as those of the organisation and be able to articulate them. The author then gave examples of the values that they believed embodied the concept of a true leader. These values were listed as:CollaborationGroup wisdomHonestyServiceEqualityTransparencyLoveI was tracking…See More
Jul 1, 2019
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A blog post by Catherine Gillespie was featured

To Investigate or Mediate?

Sometimes managing staff can seem like a test of one's skill to be able to delicately walk on eggshells, particularly when one staff member starts making veiled complaints about another. No manager should dismiss or ignore such comments, avoid the conversation, or offer comments of consolation or agreement (either implicitly or explicitly). If a staff member makes a complaint to their manager, then the manager should be prepared to hold that staff member accountable for what they are…See More
Jun 5, 2019
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Catherine Gillespie posted a blog post

To Investigate or Mediate?

Sometimes managing staff can seem like a test of one's skill to be able to delicately walk on eggshells, particularly when one staff member starts making veiled complaints about another. No manager should dismiss or ignore such comments, avoid the conversation, or offer comments of consolation or agreement (either implicitly or explicitly). If a staff member makes a complaint to their manager, then the manager should be prepared to hold that staff member accountable for what they are…See More
Jun 4, 2019
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A blog post by Catherine Gillespie was featured

Eddie McGuire and The Bystander

The recent comments made by Eddie McGuire while commentating on the coin toss by Cynthia Banham has had plenty of air time. I question the co-commentators who were laughing and agreeing with Eddie's comments. What is their role as the 'bystander'? We talk about the role of the witness in our bullying and harassment training, we coach staff to speak out and speak up. Mention the phrase: 'The standard you walk past is the standard you accept' and everyone nods in earnest agreement.Obviously the…See More
Apr 9, 2019
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Profile Information

Company website/blog
http://www.WorkplaceConflictResolution.com.au
Personal blog
http://www.workplaceconflictresolution.com.au/blog/
How many employees in your company?
1-49
What areas of HR are you particularly passionate about?
conflict resolution
mediation
grievance investigation
communication
leadership
bullying
What kind of networking are you open to?
Open networking

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Catherine Gillespie's Blog

Difficult Conversations Part 1

Posted on January 17, 2020 at 9:26 0 Comments

Holding a conversation for which you believe the content will upset the listener evokes the concept of a difficult conversation. Difficult because the speaker often assumes the news will be difficult for the receiver to hear. And so the conversation also becomes labelled as difficult for the speaker to know how best to frame what they need to say to cause the least discomfort for the listener. 

In such situations,…

Continue

Emotional Agility

Posted on December 13, 2019 at 10:00 0 Comments

Susan David, psychologist and author of the book ‘Emotional Agility’ states that organisations need to get comfortable with uncomfortable emotions in order to provide a psychologically safe workplace in which staff feel safe to bare their emotional truth. She believes that when leaders are comfortable with uncomfortable emotions, they are better equipped to listen to staff and explore the real drivers of the…

Continue

Investing In The Right Relationships

Posted on November 8, 2019 at 9:26 0 Comments

A Harvard Business Review ‘Management tip of the day’ recommended the prioritisation of working and spending time with colleagues that help one to feel fulfilled  and to minimise interactions with colleagues one finds depleting. Essentially the article was a call to action to invest in the ‘right relationships’.

I fully agree with the focus on investing in the ‘right relationships’ but perhaps this term firstly needs…

Continue

Hidden Agenda

Posted on October 16, 2019 at 10:10 0 Comments

Will the real agenda please stand up!

One of the biggest contributors to mistrust between a staff member and their manager is the belief by the staff member that the manager has a hidden agenda.

The staff member doesn’t know what the manager’s hidden agenda is but they have such a strong suspicion that one exists they can almost become consumed by trying to work out what…

Continue
 
 
 

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