While Brexit brings uncertainty for business, executives may be more worried about the effect of the political crisis on their careers. “Strong and stable” leadership doesn’t work any more. Management pioneer Mary Parker Follett offers a solution: instead of taking power over people, leaders can learn to use power with their teams. Continue reading Brexit signals a leadership crisis for executives as well as politicians. A forgotten management thinker can help business leaders to restore trust by sharing power.
I’m excited to announce two new training courses under the #dareconf banner:
- Go beyond either-or to transform work relationships into partnerships
- Lead a group into shared power by playing the role of facilitator
For the last 18 months I’ve been offering evening courses on techniques that encourage a mindset of abundance—eg, active listening and peer coaching. (If you’re interested you can read the story of how they came about.)
Based on what I’ve learned from running these courses, I’m now offering daytime courses with the intention that employers will pay for them. They each consist of 4 weekly sessions of 2½ hours in central London. Registration closes on 7 April. Continue reading New training courses: transform work relationships into partnerships, lead a group into shared power
What would it take to publish content that’s:
- works for users, and
- is efficient to produce?
Not just once, but repeatedly. Not just when we’re working on our own, but when our projects involve many people.
It’s not a case of “fixing” the content. The key attributes of effective content don’t live in the content itself. Pointing at effective content doesn’t make it appear on your website… And the key attributes of effective content don’t live in your user, either. Their experience is affected by it, but they don’t influence it…
We need to look at the team behind the content. The key attributes of effective content live in the team that creates it. Not just the writers and editors, but everyone who contributes to or is affected by the content. So the question becomes, how can we support teams to produce effective content? This isn’t about getting “better” stakeholders, it’s about supporting the stakeholders we have to work together effectively. How can we do that? Continue reading To collaborate on content, go beyond arguments to find an approach that works for everyone
I’ve written a post on the GatherContent blog about pair writing:
Pair writing is a technique for collaborating on content in real time. Instead of exchanging drafts or correcting with a red pen, two people sit down together to write. You can use it to help content specialists collaborate with subject matter experts, or to include managers in the writing process, or to get input from colleagues when you need help. It builds understanding and trust, speeds up publishing processes, and creates content that meets user needs.
I’m leading a new evening course where people learn to create safe spaces using techniques from facilitation, conflict resolution, and improvisational theatre. Instead of charging a fee, I’m offering the course “gift economy” style. Continue reading Learn practices for building trust in groups: my new gift-economy-style evening course
When we go into meetings aiming to change people’s minds, they often object because their need for choice isn’t met. If we reframe our objectives to include finding solutions together, we can facilitate in a way that meets each person’s need for choice. Continue reading When people don’t engage in meetings, reframe your objectives to give them choice
When we use violent language to describe our work, we deny our autonomy. If we use the language of choice, we can affirm our autonomy and inspire others to do the same. Continue reading Use the language of choice to affirm your autonomy at work
When a colleague makes a suggestion that we fear may harm our chances of success, we tend to “push back” against their position. This confrontation normally leads to neither side being satisfied. But if we connect instead of pushing back, we can move beyond positions and discover the underlying needs. This builds empathy and opens up options we hadn’t previously considered. Continue reading Pushing back blocks empathy. Can you connect instead?
When we’re frustrated we tend to criticise other people (or their work.) That blocks us from finding out why our needs aren’t being met. Continue reading Before you criticise, find out why you’re frustrated
When we tell people the “right” way to do things, we’re unlikely to get the help we need. Instead we can choose to show people how working with us can meet their needs. Continue reading Show people how working with you can meet their needs