Emotional Intelligence and Fakery

Emotional Intelligence (EI, or EQ – Emotional Quotient) was been a consistent topic in leadership circles for 30 years, and it has been written about from the 1930s.

It is rare for a concept, theory or idea to remain at the forefront of organisational thinking for so long. One of the most well-known contributors to our understanding of EQ is Daniel Goleman, and his book Emotional Intelligence. Around the same time, Covey was publishing his book The 7 Habits of Highly Effective People and he went on to relate the habits to Emotional Intelligence.

The idea behind EQ is that our ability to relate meaningfully with other people matters more than our IQ. The concept goes deeper than the usual set of good communication skills, and includes the ability to empathise, and to manage your own and others’ emotions.

Embarking on a Culture Change Initiative? 3 Keys to Success

Culture can be defined as the set of beliefs and behaviours of an organisation’s workforce. It is created from the messages that are received about how people are expected to behave. Cultures bind people together through shared goals, beliefs, approaches, routines, needs and values. Peer pressure helps behavioural norms develop over time, and these are influenced by the type of work performed, organisational history, successes and failures, physical conditions, the workplace environment and the demands of external entities such as customers, stakeholders, economic conditions etc. But the strongest influence on cultural norms are the senior leaders and managers within an organisation. It is the messages and the behaviours of this group that is most influential in shaping the culture of an organisation.

Listen to the Data, not the Sales Pitch – the Case for Multi-Metric Staff Surveys

Written by Dr John Viljoen,  Associate Consultant

Visiting a client recently to discuss information needs from their next staff survey, I was asked the question “What do you think are the most important metrics we should be seeking from our staff survey?”

I think this is the wrong question.  The most important metrics are the ones the data uncovers.  And, if you are lucky, the data will uncover some blind spots too.  In fact if it doesn’t do this you are probably using a fairly pedestrian diagnostic.

Performance Focused Organisations: Organisational Paradoxes

There are many paradoxes in organisations – elements which are actually under tension, yet to be successful, an organisation must provide both elements. I will call them Organisational Paradoxes.

For example, the need for strong personal reputation and career growth vs the requirement for strong individual contribution to the business / organisation goals and growth aspirations. This is especially true in research organisations, such and universities, and legal organisations.

Spontaneous Recognition

A post by our Client Manager, Di Franklin.

Reward and retention is a very hot area at the moment. There are real skills shortages and it is essential that organisations move strongly to retain good, solid performers as well as their high performers. Much of this is handled in a planned manner, and maybe even managed centrally. However, it is also critical that the spontaneous recognition of continuous strong performance, as well of individual acts that go beyond your expectations.

The Power of Sorry

Here in Australia the word sorry has a strong meaning. It will be part of our history. In a nutshell, as part of the reconciliation process with our original inhabitants, our previous government refused to say sorry for decades. More recently, a new government has redressed this, and now our aboriginal inhabitants and our non-aboriginal inhabitants can move forward.

I am similarly noticing a real reluctance in organisations to say sorry. Sorry for messing up. Sorry our processes did not produce an outcome that meets your expectations. For providing faulty goods.

Management Skills for Performance: The Big Picture

Strategic Skills for Managers

Managers are often told to see the big picture; maintain a big picture view; see the big picture first;operate from the big picture. But what exactly does that mean?

If you struggle with this concept (I find that it is rarely explained), here are six steps you can take to operate within the big picture. The big picture is your ability to understand the wider context of the decisions that you make as a manager and leader within your organisation.