“I’m fine.” You may be fine but how you're delivering that answer might give away more information than you think.
Have you asked an employee how they are and you receive a blunt response? Have they responded, "Fine" (in a deeper tone with slight, downward intonation)? …
Added by Catherine Gillespie on February 22, 2021 at 12:00 —
In the past, workplaces were heavily hierarchical and it was expected and accepted that managers were direct and overt in giving instructions and critical feedback.
As we have moved to 'flatter' structures and a more empathetic and collaborative leadership style managers are now very hesitant to have these discussions.
'In the past' workplace roles were very clearly defined. A manager was respected because they were a manager. An employee followed their manager's instructions… Continue
Added by Catherine Gillespie on January 27, 2021 at 12:30 —
We all have a bias towards certainty, some more than others. For many, certainty means security and comfort. It means not having to acknowledge the fear we find in the prospect of change. It might mean we have to let go of how hard we’ve worked to reach this point of comfort and to keep the status quo. It might appear too complex and taxing to plan for and adapt to the change. Or, we may enjoy what we are doing at work and the way we are doing it.
Managing change… Continue
Added by Catherine Gillespie on December 3, 2020 at 12:55 —
A comment from a workplace manager: "I can say for sure that quite often my day starts fine, but I am regularly pushed below that line because of other people's behaviour, and it's fine to say don't engage in it, but it's what most of my job is; dealing with people!"
Heard this before?
Then it's time for your workplace to engage Workplace Harmony… Continue
Added by Catherine Gillespie on October 23, 2020 at 8:27 —
A mediator is a ‘Conflict Engagement Practitioner’, a skilled, experienced and accredited mediator. They are external to the organisation and independent to the issues and understand how to constructively engage with conflict in any business.
Their role is ‘not about making nice – it is about coming to grips with what is wrong and ‘setting it right.’… Continue
Added by Catherine Gillespie on September 22, 2020 at 12:38 —
At some point in a mediation, one person will ‘shift’ from presenting and defending their perspective to genuinely acknowledging the hurt, frustration, loss or other feeling of pain being expressed by the other.
To ‘move’ from a place of focusing only on one’s own opinions and perspectives, a place that has been a type of sanctuary for certainty and therefore comfort, requires one to lower their defenses and to step outside of their view of the past, which they may… Continue
Added by Catherine Gillespie on August 21, 2020 at 11:03 —
When good intentions don’t always deliver good outcomes
In mediation, I often hear one or both parties saying at some point, ‘I thought I was doing the right thing’ or ‘I thought you would prefer I did…’ or ‘I was just trying to do this in a way you might appreciate’.
What I am hearing is that each party believes they understand the other (or has been trying very keenly to) and adjusting their behaviour or approach accordingly. They show a sense of frustration. Despite their… Continue
Added by Catherine Gillespie on July 17, 2020 at 9:30 —
With many businesses having considered reducing the size of their workforce, it seemed one of the most talked about topics was unfair dismissal claims. Businesses were keen to ensure that in response to the downturn in revenue their corresponding economic situation was justification alone for any dismissal being fair.
For what percentage of businesses did the Covid-19 lockdown… Continue
Added by Catherine Gillespie on June 17, 2020 at 6:00 —
By the time employees return to the same worksite, this may be not just a ‘well worn’ cliché but a disregarded one. Catch phrases are memorable and repeatable but do they evoke the intended action?
When people are fearful, feeling even slightly threatened, uncertain or in any way unsafe, what is considered ‘good’ for the community is considered ‘not good enough’ for the individual.
We need to work together respectfully. All employees will say this expectation is a… Continue
Added by Catherine Gillespie on June 12, 2020 at 12:00 —
In a recent Forbes article Tracey Brower made ‘5 Predictions About How Coronavirus Will Change The Future Of Work’. Continue
One prediction is that ‘Your…
Added by Catherine Gillespie on May 21, 2020 at 11:30 —
This is the fourth blog on the subject of difficult conversations. You can read the first article here, the second article here and… Continue
Added by Catherine Gillespie on April 17, 2020 at 11:17 —
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 —