This is the third blog on the subject of difficult conversations. You can read the first article here and the second article… Continue
Added by Catherine Gillespie on March 13, 2020 at 8:00 —
In the first part of this blog series the setting for the discomfort felt by both the manager (speaker) and the staff member (listener) was explored. Often the discomfort felt by the manager is momentarily acknowledged then put aside as though it shouldn’t happen and it is weak or poor management to feel this… Continue
Added by Catherine Gillespie on February 14, 2020 at 8:30 —
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
Added by Catherine Gillespie on January 17, 2020 at 9:26 —
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…
Added by Catherine Gillespie on December 13, 2019 at 10:00 —
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
Added by Catherine Gillespie on November 8, 2019 at 9:26 —
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
Added by Catherine Gillespie on October 16, 2019 at 10:10 —
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… Continue
Added by Catherine Gillespie on September 23, 2019 at 12:00 —
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… Continue
Added by Catherine Gillespie on August 15, 2019 at 8:30 —
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:
Added by Catherine Gillespie on July 1, 2019 at 1:00 —
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. Continue
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…
Added by Catherine Gillespie on June 4, 2019 at 12:00 —
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… Continue
Added by Catherine Gillespie on April 8, 2019 at 16:21 —
Staff demonstrating narcissistic behaviours can undermine a company’s culture and character. Our Advanced Conflict Resolution training sessions can be tailored to include discussions on narcissistic behaviour. Discussions about behaviours in a workplace that may be influenced by one or more personality trait disorders can only be general in nature. While the concept of ‘patterns of behaviour’ and typical types of behaviour can… Continue
Added by Catherine Gillespie on March 18, 2019 at 12:16 —
What if the Board and Senior Management/Executives really knew what the culture of the organisation was like – not just globally but at individual team levels?
What if the Board and Senior Management at Executive level and were acutely aware of exactly how the culture was impacting on the ability of staff to deliver on or fulfill their individual role in the business?
What if the Board and Senior Management at Executive level were acutely aware of how ultimately the total sum… Continue
Added by Catherine Gillespie on November 6, 2018 at 10:30 —
Why does someone raise their voice at other person/s in the workplace?
Some staff will raise their voice in the workplace to express or release frustration or anger. The release of wrath onto another person/s would be a breach of the organisation’s Code of Conduct and should not be tolerated or condoned.
There is a time to raise your voice in the workplace….only when the distance between the speaker and the receiver or the volume of background noise is such that one or more… Continue
Added by Catherine Gillespie on October 16, 2018 at 14:00 —
Minimising the risk of an unfair dismissal claim arising out of termination for serious misconduct.
If a poorly conducted investigation leads to dismissal, the business could find itself in front of the Fair Work Commission (FWC) with an unfair dismissal claim to argue.
The Fair Work Commission (FWC) will uphold an unfair dismissal claim (that meets jurisdictional qualifications) if the employment termination has been harsh, unjust or unreasonable. A lack of natural justice,… Continue
Added by Catherine Gillespie on October 12, 2018 at 13:06 —
In a recent LinkedIn post, we celebrated World Gratitude Day by offering ‘The Gift of 5 Minutes’ gratitude ‘sticky pad’ notes for our valued clients and LinkedIn connections. You can view the post here. I would like to expand on the thoughts shared in this post and hope you come to experience (or are already experiencing) the many rewards that flow from a daily practice of expressing… Continue
Added by Catherine Gillespie on October 1, 2018 at 7:00 —
A recent Fair Work Commission (FWC) determination (Nesci v The Playford Hotel -  FWC 5777) should have many employers scurrying to review the contracts of all fixed term employees.
On 5 July 2017 Ms Nesci accepted a 12 month fixed term contract of employment which gave the start and end date of the contract as 3 July 2017 and 5 July 2018 respectively. This contract included an automatic unprotected “minimum…
Added by Catherine Gillespie on September 28, 2018 at 17:21 —
Continuing our series of short videos on the subject of workplace investigations. It’s a subject that’s often misunderstood and even mishandled by leaders, managers and HR personnel. Today’s question...
If a complainant has a workplace investigation held against them what support can they call…
Added by Catherine Gillespie on September 5, 2018 at 8:00 —
A Supervisor is attempting to manage a sensitive Return to Work (RTW) situation with a direct report. The direct report is keen to return to active fieldwork duties. The Supervisor is concerned such activities would exacerbate the worker’s injury. The Supervisor seeks HR’s review of the email to be sent to the worker communicating the delayed RTW process. The HR Manager approves the email content and the… Continue
Added by Catherine Gillespie on August 31, 2018 at 7:00 —
I was fortunate to recently employ an additional staff member. I appreciate how new employees can bring diverse perspectives, new knowledge and an opportunity to assess what we do, why we do it and the culture we have created around us in the workplace.
As part of the induction process, I explained the organisation's mission statement and values to demonstrate the important elements of the… Continue
Added by Catherine Gillespie on August 29, 2018 at 15:00 —