Andrew Beveridge 02/09/2023 Andrew Beveridge 02/09/2023

Episode 199 - How To Deal With Underperformance

Leadership is challenging at the best of times, but even more so when people aren’t hitting the mark. This week we explore how to deal with underperformance.

Summary

Leadership is challenging at the best of times, but even more so when people aren’t hitting the mark. This week we explore how to deal with underperformance.

Transcript

Hello and welcome to episode 199 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to deal with underperformance.

Leadership is challenging at the best of time, but even more so when people aren’t hitting the mark. Underperformance can be tricky to address. Research shows that the further people are away from performance standards, the less feedback they receive. Managers often avoid dealing with underperformance, hoping that things will magically get better with time. But performance rarely improves by itself. It takes a concerted effort on the part of the leader and the individual to turn things around.

It’s helpful to consider two dimensions of underperformance - skill and will.

Skill refers to a person’s capability and proficiency in performing their tasks. It's possible that an individual's skills are not aligned with the requirements of their role, leading to subpar performance. Addressing skill-related underperformance involves identifying skill gaps and providing the necessary resources for improvement.

Will refers to the person’s motivation in completing their tasks. Motivation plays a significant role in performance. Low motivation can result from various factors, including personal issues, disengagement, or a lack of recognition. Dealing with will-related underperformance involves understanding the root cause of demotivation and implementing strategies to reignite enthusiasm and commitment.

Underperformance may also be a mix of skill and will gaps.

With those principles in mind, here are five practical strategies you can apply to help with underperformance in your team.

Goal Setting and Monitoring: Set clear, achievable performance goals that align with the person’s role and the team's objectives. Clarity comes first. If people aren’t clear about their role and expectations, you can’t manage underperformance. Regularly monitor progress and provide timely feedback. This approach keeps employees on track and motivated to achieve tangible results, addressing both skill and will dimensions of underperformance.
Personalised Development Plans: For skill-related underperformance, work with the employee to create a tailored development plan. Identify areas that need improvement and provide resources such as workshops, courses, or mentorship. This proactive approach not only enhances skills but also demonstrates your commitment to their growth.
Motivational Conversations: When dealing with will-related underperformance, engage in motivational conversations. Understand the person’s concerns, aspirations, and potential roadblocks. Together, devise strategies to reignite their passion and commitment to their role. Sometimes, a simple change in responsibilities or opportunities for skill application can reignite enthusiasm.
Constructive Feedback and Recognition: Initiate open and honest conversations with underperforming employees. Address skill gaps by providing specific feedback and suggesting training opportunities. For issues related to motivation, recognise their efforts and contributions particularly where you see improvements, reinforcing the value they bring to the team. Constructive feedback motivates improvement and fosters a sense of belonging.
Mentorship and Role Modelling: Pair underperforming employees with mentors who can provide guidance and support. Mentorship encourages skill development and fosters a sense of belonging. Additionally, lead by example—demonstrate enthusiasm, dedication, and a growth mindset. Your actions can inspire others to embrace improvement and take ownership of their performance.

Underperformance can be tricky to manage well. Being clear and supportive, while also providing the help and development people need, will provide your best opportunity to turn things around.

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Andrew Beveridge 26/08/2023 Andrew Beveridge 26/08/2023

Episode 198 - How To Ask For A Pay Rise

It can be one of the most tricky conversations to have with your manager. This week we look at how to ask for a pay rise.

Summary

It can be one of the most tricky conversations to have with your manager. This week we look at how to ask for a pay rise.

Transcript

Hello and welcome to episode 198 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at how to ask for a pay rise.

In a competitive job market it can be tempting to go for a job in another organisation in order to increase our pay. Often people find out that the grass isn’t greener and regret their decision to leave. It is worth at least asking whether a pay rise is possible before making a more drastic decision.

It is important to recognise that what you are paid is based on a number of factors, including your industry, your organisation, your role, and your contribution within that role. Industries pay wildly different rates for the same roles. Generally speaking, the more profitable the industry, the higher the pay levels. Organisations also vary in their pay practices. Some will pay higher than their competitors, and others will pay lower.

People care about their pay compared to those in other organisations before they join an organisation. This is called external competitiveness - the extent to which an organisation is competitive against its peers. Once they’ve joined an organisation, people then really care about how their pay compares to others within the same organisation. This is called internal equity - the extent to which my pay is competitive against others doing similar roles within the organisation. You could find the largest pay increases are possible by changing organisation or industry. But work life isn’t just about pay.

So let’s say you want to stay in the same organisation. How do you ask for a pay rise?

Don’t get too caught up with what others are being paid. Rather focus your conversation on what you can control and what you are bringing to the organisation. This could include changes in your role such as greater accountability, more complex problem solving, or increased skills required to complete your work. It could also include changes in your contribution such as improved performance, helping others, or contributing to projects beyond your usual role.
Check any existing pay review processes. If you have a Human Resources department it’s worth seeing how often pay is typically reviewed and the standard process. Having said that, most organisations will have some scope for out of cycle reviews.
Flag the conversation ahead of time. Say something like “I was hoping we could discuss my pay. Can I set up a meeting to do that?”. This will give your manager time to prepare rather than feeling like they have been hijacked by the conversation.
Recognise that your manager may be nervous about this conversation as well. Help put them at ease by being polite and calm.
Prepare for the meeting. You might structure the conversation by saying that you want to stay with the organisation and are enjoying the role. You can then discuss changes in the role and in your contribution since the last pay review.
Don’t put your manager on the spot. The manager will typically not be able to make a decision right away, so discuss what time they might need to review your pay.
Be prepared for a no. It is entirely possible that your pay rise request may be denied. Prepare for this by considering whether you are prepared to stay with the organisation. You might want to look for other roles within the organisation, or could even start exploring roles outside the organisation.

Asking for a pay rise can be a tricky conversation. However, preparation, being clear about what you want, and being considerate can increase your chances of a good outcome.

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Andrew Beveridge 19/08/2023 Andrew Beveridge 19/08/2023

Episode 197 - How To Take a Holiday

We all know holidays are important, but in our always-on work culture it can be hard to take a genuine break. There are some practical steps you can follow to ensure your holiday is a success for you and your colleagues.

Summary

Transcript

Hello and welcome to episode 197 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at how to take a holiday. Given our always-on work culture and the technology that allows us to work anywhere, taking a holiday has never been more important and more challenging. Many people struggle to find the time to take a break. And when they do they find it difficult to truly switch off, continuing to check emails and answer phone calls. We are built to oscillate between stress and recovery, preferably on a daily basis. But even if we have effective daily strategies to maintain our wellbeing, there’s an ambient level of stress that a genuine break from work can help address. Taking a clean break from work can have significant benefits to our health, well-being and performance. As leaders, we need to role model this to our people as well. There’s no point encouraging your team members to take time off if you never do. Here are five ideas for how to take a holiday well:

Plan ahead. Secure the time in your calendar and gain the required approvals. I have found when I failed to plan ahead, it was difficult to find a completely free week. Lock the time away early so it can’t be booked over.
Delegate and collaborate. Distribute any responsibilities that need to happen while you’re away. Use this as an opportunity for further development and growth. Pay it forward by supporting others when they take leave.
Prepare for the break, but don’t overwork. Communicate the dates you will be away. Document any work in progress and take time to walk others through what might come up while you’re away.
Switch off completely. Set clear boundaries with your work. Leave the work laptop and phone at home. You might want to provide a contact phone number to a trusted colleague for any emergencies that arise, but be clear about what constitutes an emergency.
Choose the type of holiday you need. Holidays come in many different forms. A holiday might be about activity, or connections with friends, or rest by a pool, or a cross-cultural experience. Try new things and broaden your horizons. But make sure you don’t come back from your holiday exhausted.

Holidays are an important part of sustained performance as a leader. Build a culture where holidays are encouraged and supported. Be prepared and set others up for success. Role model taking a break to your team and colleagues.

Now’s a great time to book that next holiday in. Have a great week.

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Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

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- Nineteen recorded webinars - valued at $100 each

- A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350

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Andrew Beveridge 18/08/2023 Andrew Beveridge 18/08/2023

Bonus Episode - Erica Keswin - Retention Revolution

Erica Keswin is a bestselling author, internationally sought after speaker, and workplace strategist. Her first two bestselling books Bring Your Human to Work: 10 Surefire Ways to Design a Workplace That’s Good for People, Great for Business, and Just Might Change the World (McGraw Hill 2018), and Rituals Roadmap: The Human Way to Transform Everyday Routines Into Workplace Magic (McGraw Hill 2021) were widely discussed in media outlets like Good Morning America, MSNBC and Live with Kelly & Ryan, as well as many print articles and reviews. Her forthcoming book is called The Retention Revolution: 7 Surprising (and Very Human!) Ways to Keep Employees Connected to Your Company (September 2023 McGraw-Hill) and will set leaders up for success in this new world of work.

When Erica isn’t writing books and offering keynotes, she coaches top-of-the-class businesses, organizations, and individuals to help them improve their performance by honoring relationships in today’s hybrid workplace. Erica is honored to be one of Marshall Goldsmith’s Top 100 Coaches, as well as one of Business Insider’s most innovative coaches. She’s also the founder of the Spaghetti Project, a roving ritual devoted to sharing the science and stories of relationships at work. Erica lives in New York City with her husband Jeff, three children and her labradoodle, Cruiser.

During our interview we discuss:

- Workplace trends and what Erica is seeing as the major changes over the past few years

- The competing forces taking the world of work forward and backward

- The significant impact a well-designed onboarding process can have on employee engagement and retention

- What Erica has learned from organisations about flexible working and what it takes to make it work

- How to make the most out of meetings

- The importance of managers

- The off-boarding process and how to support people wanting to return in the future

You can learn more about Erica here: https://ericakeswin.com/

Her latest book is available here: https://www.amazon.com/Retention-Revolution-Surprising-Employees-Connected/dp/1265158681

Andrew Beveridge 12/08/2023 Andrew Beveridge 12/08/2023

Episode 196 - How To Build Trust

Trust is the cornerstone of effective leadership. This week we explore practical ways to build and maintain trust.

Summary

Trust is the cornerstone of effective leadership. This week we explore practical ways to build and maintain trust.

Transcript

Hello and welcome to episode 196 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to build trust. Trust is not just a word; it's the cornerstone of effective leadership. Anyone who has experienced working with someone they didn't trust understands the detrimental impact a lack of trust can have. The definition of trust we use at Leadership Today is “being confident you have my best interests at heart and can be relied upon to deliver”. Let's break down the two crucial elements of trust and explore actionable steps you can take to build it.

Element One - Having My Best Interests at Heart

Here are four actions you can take to build connection and care.

Action 1: Build a Personal Connection

Begin by getting to know the people you lead on a personal level. Understand their career aspirations, interests, and what truly fulfils them in their work. Genuine conversations about their goals and challenges help foster a deeper understanding.

Action 2: Demonstrate Genuine Care

Show that you genuinely care about your team members' well-being. Advocate for their interests and advancement. Look for opportunities to support their growth, whether it's through projects that align with their interests or training that boosts their skills.

Action 3: Provide Personalised Recognition

Recognise and celebrate the unique contributions of each team member. Publicly acknowledge their achievements and show appreciation for their efforts.

Action 4: Regular Check-ins and Feedback

Engage in regular one-on-one conversations to discuss progress, challenges, and goals. Seek feedback on your leadership style and actions, showing that you are open to improvement and value their input.

Element Two - Being Reliable

Here are four actions you can take to foster competence and consistency.

Action 1: Set Clear Expectations

Communicate your commitments and expectations clearly. Let your team know what you're working on and what they can expect from you. Clarity minimises uncertainty and establishes a foundation of trust.

Action 2: Demonstrate Expertise

Share your knowledge and skills with the team. Offer guidance and support based on your expertise. Be careful to also remain open to diverse perspectives and be willing to learn from others.

Action 3: Consistency in Behaviour

Consistency breeds trust. Keep your emotions in check, regardless of circumstances. Uphold your values and principles consistently, demonstrating your reliability and predictability.

Action 4: Accountability and Humility

When things go well, acknowledge and praise your team's contributions. When things don't go as planned, take personal responsibility as the leader. Admit mistakes, apologise if necessary, and work together to find solutions.

Trust begins with you and your actions as a leader. By investing in these actionable steps, you can cultivate an environment of trust where your team members feel valued, supported, and empowered. Remember, trust is not just an outcome; it's a continuous effort that strengthens the foundation of your leadership journey. Choose one or two actions to try out this week and let me know how you go.

Leadership Today On-Demand Special Offer

Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

- Five online courses with workbooks - valued at $250 each

- Five five day challenges with workbooks - valued at $150 each

- Nineteen recorded webinars - valued at $100 each

- A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350

That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.

Get Connected

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Andrew Beveridge 05/08/2023 Andrew Beveridge 05/08/2023

Episode 195 - How To Take a Broader Perspective

Our thinking can fall into a rut over time. This week we explore five ways to take a broader perspective.

Summary

Our thinking can fall into a rut over time. This week we explore five ways to take a broader perspective.

Transcript

Hello and welcome to episode 195 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at five ways to take a broader perspective. Over time it's easy to fall into the trap of narrow thinking. Our minds can become confined to familiar sources of information and limited perspectives from the people around us. To excel as leaders, we need to break free from this thinking rut and embrace new ways of approaching challenges. Here are five ways to expand our horizons, foster innovation, and become more effective leaders.

Read Widely: Leadership is not confined to a single field of expertise. To gain a broader perspective, it's crucial to read widely and explore knowledge outside our usual sources of information. Pick out books, articles, and research from various disciplines. By immersing ourselves in diverse sources of information, we can spark creativity, uncover new insights, and develop a more holistic approach to problem-solving. When we expand our intellectual horizons, we become better equipped to tackle complex issues with fresh and innovative ideas.
Seek Out Diversity: Leadership thrives on diversity – diverse perspectives, experiences, and ideas. Actively engage with colleagues and stakeholders from different backgrounds, departments, and roles. Embrace diversity in ideas and actively seek out the viewpoints of others. Innovation often arises at the intersection of diverse ideas.
Stay Informed about Industry Trends: In the ever changing world of business, staying informed about industry trends is essential. Keep yourself updated on the latest developments, challenges, and emerging opportunities within your industry or field. Dive into industry publications, attend conferences, and participate in webinars to broaden your knowledge base. Being informed empowers you to make data-driven decisions and see the bigger picture.
Encourage Feedback and Constructive Criticism: Role model an openness to improvement by encouraging feedback and constructive criticism from your team members and peers. Create a culture of psychological safety, where everyone feels comfortable sharing their thoughts without fear of retribution. Embrace feedback as opportunities for growth, not personal attacks. By being receptive to suggestions, you can expand your perspectives and gain valuable insights that you might have otherwise missed.
Use Data and Analytics: In today's data-driven world, relying on data and analytics is essential for informed decision-making. Data provides an objective understanding of a situation and reveals patterns and trends that might remain hidden from our limited perspectives. By analysing relevant data, you can gain a clearer and more holistic picture of your organisation's performance, customer needs, and market dynamics. This empowers you to make well-informed decisions that drive growth and success.

As leaders, it’s important to recognise the risks of falling into a thinking rut. To thrive in the face of challenges, we must actively break free from our comfort zone and expand our horizons. Reading widely, seeking diverse viewpoints, staying informed about industry trends, encouraging feedback, and using data and analytics are great strategies to become more effective and innovative leaders. Try applying one of these approaches this week and let me know how you go.

Leadership Today On-Demand Special Offer

Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

- Five online courses with workbooks - valued at $250 each

- Five five day challenges with workbooks - valued at $150 each

- Nineteen recorded webinars - valued at $100 each

- A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350

That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.

Get Connected

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Andrew Beveridge 29/07/2023 Andrew Beveridge 29/07/2023

Episode 194 - How To Memorise A Presentation

This week we’re exploring an ancient technique to help you memorise a presentation with numerous points in a set order.

Summary

This week we’re exploring an ancient technique to help you memorise a presentation with numerous points in a set order.

Transcript

Hello and welcome to episode 194 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we’re exploring an ancient technique to help you memorise a presentation with numerous points in a set order.

Think about the best presenters you’ve seen. Were they constantly checking their notes, or reading off PowerPoint slides? Probably not. There’s nothing wrong with having notes, but it is compelling and indeed freeing to be able to present your ideas in a clear sequence without notes.

Today we’re going to explore a mnemonic or memory technique that is perfectly suited to storing away numerous points in a particular order.

Many of us would say we don’t have a great memory, but the problem is usually the initial storage of the memory rather than recall of the memory. For thousands of years people have used various techniques to store memories in a way that makes them easier to retrieve. One approach that’s particularly effective is the Memory Palace, also known as the Method of Loci (or location). I’ve used this approach to memorise presentations up to 30 minutes long comfortably without needing to use notes. I really don’t consider myself to have special memory abilities. This technique really makes it quite easy.

The first thing you need to do when using the Memory Palace technique is to think of a location with various way points that you know well. For example, I use the house I currently live in, storing points away in rooms and locations in a set path through the house. It could be a path you regularly walk that has clear landmarks and objects along the way. Ideally you will use this same path for every presentation you want to remember. The pathway and landmarks should be effortless to recall. Using my house I have a number of places where I can store a memory or point in my presentation. I start at the front door, then there’s the entrance hall, around the corner to a bathroom, a son’s bedroom, on to the kitchen, then the living room, another son’s room, then the dining room, lounge room, upstairs to yet another son’s room, another bathroom, and then a final bedroom. That’s 11 way points which is plenty. I typically find I don’t even need to use the upstairs rooms.

We then chunk up our presentation into main points. Each of these main points should be easy to talk through. You can even contain multiple points within these points if you want to get really advanced. The key then is to create a vivid and hopefully unusual visual association you can store in each location. The more bizarre, colourful and ridiculous the better.

Let’s say I’m giving a general presentation about leadership. My first chunk is a discussion about the definition of leadership I typically use and some discussion that will come out of that. I have about 5 minutes worth of content that I can use around this point. So the first point I want to remember is “what is leadership?”. The visual reminder could be the word “leadership” shaped like a large bright red inflated question mark. Perhaps I could also put some smaller question marks following the large question mark as it walks around in a circle. My second point is around the impact leadership can have. So in the second room, the bathroom, I might have a large hammer smashing the mirror on the wall - a memorable image of impact. If I have several sub-points under that main point, I could memorise a sequence of events unfolding in the room. For example, if I want to talk about the impact of leadership on people, organisations and society, I could have the hammer smash a figurine representing people, then a building representing organisations, then a globe representing society. We repeat the storage process through the remainder of the rooms. To store all of this information away I just walk through the house in my mind, recalling each of the visual cues and ensuring I can then bring to mind the points I need to make. I physically walk through the house the first few times, closing my eyes in each room to store away the visual associations. I find that makes the memories even stronger.

A few final tips - think about key objects in each room. For example, my eldest son has a record player in his room, so I use that to interact with other visual cues. We have a fire place in our lounge room, so I often have points interacting with fire in that room.

I recommend the first time you use this technique that you keep a simple paper copy of the points. If nothing else, getting your presentation down to a post-it note of points is far ahead of reading from slides or pages of notes. Also, you can use this approach for more than just presentations. Anything you need to memorise in a particular order will work, so you could memorise your calendar for the day, a list of errands, or people you need to speak with.

I hope you find this approach as helpful as I have. Give it a try and let me know how you go.

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Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

- Five online courses with workbooks - valued at $250 each

- Five five day challenges with workbooks - valued at $150 each

- Nineteen recorded webinars - valued at $100 each

- A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350

That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.

Get Connected

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Andrew Beveridge 22/07/2023 Andrew Beveridge 22/07/2023

Episode 193 - How To Deal With Cynicism

Cynicism in others can be challenging for a leader. This week we outline some practical steps you can take to deal with cynicism in the workplace.

Summary

Cynicism in others can be challenging for a leader. This week we outline some practical steps you can take to deal with cynicism in the workplace.

Transcript

Hello and welcome to episode 193 of the Leadership Today podcast where each week we share practical tips to improve your leadership. Cynicism in others can be challenging for a leader. This week we outline some practical steps you can take to deal with cynicism in the workplace.

Cynicism is a belief that others are only focused on their own interests and are not sincere. At work this might include assuming leaders are just out for themselves, and any initiatives are ultimately going to be bad for people. Cynical behaviour can be discouraging for leaders and colleagues alike. It can decrease trust, creativity and collaboration. As a leader there are some practical steps you can take to deal with cynicism.

Lead by example. Make sure you’re being positive and honest in your communications. Cynicism can breed in environments that lack transparency and trust, so make sure you are role modelling these.
Encourage people to talk about their frustrations, and focus on continuous improvement. Sometimes as leaders we think it’s best to avoid discussing frustrations, but it’s actually helpful and indeed necessary to bring them out to the surface. The key thing is to then focus on improvement.
Bring people together from different areas. It’s difficult to be cynical about someone you know well. More in-person time helps people to see others as real human beings and can reduce cynicism.
Provide direct and timely feedback. It can be tempting to make generalisations about a person’s character or approach when trying to tackle something like cynicism. However, instead of describing someone as cynical, it’s more effective to base your feedback on observed behaviour. What did the cynicism actually look like? What was the impact of that behaviour on you and others? This approach will help the other person to understand and accept the feedback.
Coach people past cynicism. Those who are being cynical are often frustrated by their inability to shape the team and organisation. You can help them to explore what they want to achieve and more effective ways to influence outcomes.

In my experience, with a little bit of effort and empathy, people who have been cynical in the past can often become the biggest agents for change. Why not try some of these approaches in the coming week.

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Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

- Five online courses with workbooks - valued at $250 each

- Five five day challenges with workbooks - valued at $150 each

- Nineteen recorded webinars - valued at $100 each

- A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350

That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.

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Andrew Beveridge 12/07/2023 Andrew Beveridge 12/07/2023

Bonus Episode - Ralph Kilmann - Conflict Management

In this interview we speak with Ralph Kilmann, conflict management expert and author of the book Mastering the Thomas-Kilmann Conflict Mode Instrument, detailing the tool he co-created almost 50 years ago. We discuss:

- What drew him to conflict in the first place

- Why conflict is on the rise and what we can do about it

- His conflict mode framework

- The core skills of managing conflict well

- How to think about conflict in an organisational setting

- Thinking about conflict across cultures

You can learn more about Ralph Kilmann, his latest book, and even take the Thomas-Kilmann Conflict Mode Instrument here - https://kilmanndiagnostics.com/

- What drew him to conflict in the first place

- Why conflict is on the rise and what we can do about it

- His conflict mode framework

- The core skills of managing conflict well

- How to think about conflict in an organisational setting

- Thinking about conflict across cultures

You can learn more about Ralph Kilmann, his latest book, and even take the Thomas-Kilmann Conflict Mode Instrument here - https://kilmanndiagnostics.com/

Andrew Beveridge 08/07/2023 Andrew Beveridge 08/07/2023

Episode 192 - How To Make Better Decisions

Decision making and problem solving are significantly important to any leadership role. This week we look at ways to make better decisions.

Summary

Decision making and problem solving are significantly important to any leadership role. This week we look at ways to make better decisions.

Transcript

Hello and welcome to episode 192 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at ways to make better decisions.

To help us make better decisions, we will explore three elements - the inputs, the outputs, and involving others.

First element, the inputs. We tend to use either an analytical approach or a conceptual approach when considering inputs to our decisions. They are distinct cognitive processes, each with their benefits and limitations.

Analytical thinking is a logical and structured approach to problem-solving that involves breaking down complex issues into smaller components and analysing them individually. It relies on data, facts, and evidence to understand the current situation, identify patterns, and draw conclusions. This could include detailed analysis of the financial situation, or exploring current customer data.

Conceptual thinking is a more abstract and creative cognitive process that involves synthesising diverse ideas, connecting disparate concepts, and envisioning new possibilities. It focuses on the "big picture" and the underlying principles or frameworks that shape a situation. This might involve combining products or services together to reach new customers. It could include drawing on lessons from a completely different industry.

Leaders need to employ analytical thinking to analyse data, evaluate risks, and make evidence-based decisions. At the same time, conceptual thinking enables them to envision future possibilities, set strategic direction, and inspire their teams. By leveraging both approaches, leaders can develop comprehensive insights as an input to decision making. Coming up with our Leadership Today On-Demand service involved both analytical and conceptual thinking. The conceptual idea was to draw lessons from online fitness training and apply these to leadership development. So our service feels quite different to traditional online courses. You don’t have to access content in any particular order. Just start where you’re interested and expand from there. The analytical thinking involved testing the market, reviewing the content people were most interested in, and analysing competitor offerings.

Second element, the outputs. Once we’ve gather information and have completed our analysis, an effective decision needs to consider what could be called both the head and the heart. The head is logical, rational, cold and detached. Here we focus on consistency and objective facts. The heart focuses on the impact of our decisions on people. It’s empathetic, warm, involved and connected. When using a heart approach things can become more subjective, however we can still use rigour when considering the implications of our decisions on the people likely to be impacted.

Third and final element, involving others. We each have preferences around how we take information in and make decisions. I tend to be more of a conceptual and heart kind of person when it comes to analysis and decision making. While that brings some strengths around drawing together broad trends and considering the human impact of decisions, I risk not considering enough data and involving too much emotion in decision making. I therefore involve others at the input and output stages. I find this helpful to check my thinking and ensure I’m not overlooking important information or implications. It’s particularly helpful to involve people who may be directly impacted by the decision making. Here we do need to be clear about what help we are seeking. Is their involvement an input to decision making, or are they actually making the decision? Clarity around involving others is very important.

I hope you found these three elements of effective decision making helpful - the inputs, the outputs and involving others. This week I encourage you to apply one aspect that stood out to you.

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Andrew Beveridge 01/07/2023 Andrew Beveridge 01/07/2023

Episode 191 - How To Be More Assertive at Work

Many people want to be more assertive at work. This week we explore assertiveness as a type of conversation.

Summary

Many people want to be more assertive at work. This week we explore assertiveness as a type of conversation.

Transcript

Hello and welcome to episode 191 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to be more assertive at work.

Many people want to be more assertive at work - you might be one of them. Perhaps you feel your perspectives are overlooked, or you struggle to get your opinions across to people, or you’re frustrated that others just steamroll through and always get their way. To address these challenges, we really need to break some misconceptions about assertiveness. Assertiveness is not something you’re born with. It’s not a personality type or preference. Rather, assertiveness is a set of skills any of us can develop and improve.

A helpful way to think about assertiveness is to picture a line. At one end of the line is passive. If I’m being passive it’s 100% about them, the other person and their needs, wants and interests, and 0% about me, my needs, wants and interests. It’s okay to be passive sometimes, particularly on issues that really matter to the other person but don’t matter to you. If it’s genuinely not important to you, it’s perfectly fine and even a great idea to let the other person get what they want. However, if we’re passive about things that matter to us, then that can be a problem. At the other end of the line is aggressive. Here it’s 0% about the other person, and 100% about my needs, wants and interests. Again, sometimes it’s perfectly appropriate to put your needs and wants first. There are issues where it’s important to hold your ground. But if you’re aggressive about every issue, even ones you don’t care about, that’s likely to limit your effectiveness and relationships.

So assertiveness isn’t being passive, and it’s also not about being aggressive. Assertiveness also isn’t the midpoint on the line - it’s not 50% about them and 50% about you - that’s compromise not assertiveness.

Instead, assertiveness is a type of conversation - one where my needs, wants and interests are 100% on the table, but so are the other person’s needs, wants and interests. The best way to measure your assertiveness isn’t by seeing whether you got your way or not - that’s really more a measure of aggressiveness. Instead, you can measure your assertiveness by whether the other person understands your perspective and why it’s important to you, and also whether you understand their perspective and why it matters to them. We may then have a shared problem to work through - you can’t always get a win-win solution right away. Here are a few quick tips for more assertive conversations:

Be clear about needs, not just your wants. Sometimes what people present as what they want isn’t the same as what they actually need.
Write down your needs, interests and wants before a meeting then make sure you share these during the meeting. Preparation really helps.
Acknowledge where there is disagreement and your willingness to work with the other person towards a solution.

If you found this helpful, check out our Boost Your Assertiveness course.

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Andrew Beveridge 24/06/2023 Andrew Beveridge 24/06/2023

Episode 190 - How To Prepare for a Job Interview

The week we explore how to prepare for a job interview to give you the best chance of winning that new position.

Summary

The week we explore how to prepare for a job interview to give you the best chance of winning that new position.

Transcript

Hello and welcome to episode 190 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to prepare for a job interview.

Job interviews are stressful and unpredictable. There are no guarantees in an interview and it can feel like a guessing game. But there are some simple things you can do to dramatically improve your chances of success.

Take their perspective. An interview is an opportunity to learn more about you and your capability to take on a role. Think about the goals of the interviewer. They want to be confident that you can do the role, so the interviewer will be looking for specific things, which brings us to the next tip.
Ask about the interview format and selection criteria. You will most likely already have the selection criteria as these are typically spelled out as part of the application process. If you don’t have the selection criteria, ask your contact if they can provide them. In addition it’s helpful to know the general format of the interview, number of interviewers, and any tips they might have to make sure you’re as prepared as possible. Complete a self-assessment against the selection criteria. This will help prepare you to address any gaps that might come up during the interview.
Create a narrative. How is this role a sensible next step in your career journey? It will be helpful to the interviewer to demonstrate the story or narrative that has led up to this point. Why this job specifically? And why this job now?
Do your research. If you’re applying for a listed organisation, read through their annual report and latest investor briefings. If it’s a smaller organisation, look for any media releases or newsletters. Demonstrating that you understand how this role fits in to the broader organisational challenges and opportunities will impress any interviewer. Come into the interview with the mindset and awareness of an investor. Clearly explain how you can add value to the organisation through this role.
Prepare evidence and examples. There are two broad types of interview questions - hypothetical and behavioural. A hypothetical question could be about a scenario such as “How would you deal with a difficult customer?” A behaviour question looks for a specific example of when you’ve done something, such as “Tell me about a time when you’ve dealt with a difficult customer?”. With either approach, make sure you include actual examples. Even if the questions are hypothetical in nature, providing behavioural answers through real examples is far more compelling. Ask a friend to help you practice by asking behavioural questions.
Come with questions. A pretty standard way to finish an interview is to ask if you have any questions, so it is worth having one or two genuine questions prepared in advance. A great question to ask is whether there’s any other information you can provide that might help their decision making.
Arrive early and dress appropriately. Make sure you’re not in a rush for the interview. If it’s online, log in early to test your technology. For clothing, err towards a step up from what others wear at the organisation. Dress standards vary widely between organisations and even offices. Wear something that makes you feel comfortable and confident, but that also shows you’ve made an effort for the interview.
Follow up. Send an email to say thank you for the opportunity, offer to provide further information if needed, and ask for feedback.

I hope these tips have been helpful. Interviews are always going to create some stress, but with a bit of planning and thought you can improve your odds of being successful dramatically.

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- Our annual conference including a range of leadership experts - valued at $450

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- Nineteen recorded webinars - valued at $100 each

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Andrew Beveridge 17/06/2023 Andrew Beveridge 17/06/2023

Episode 189 - How To Deal With Pre-Presentation Nerves

Delivering a presentation is a fear-inducing situation for most of us. This week we look at practical ways to manage pre-presentation nerves.

Summary

Delivering a presentation is a fear-inducing situation for most of us. This week we look at practical ways to manage pre-presentation nerves.

Transcript

Hello and welcome to episode 189 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at ways to manage pre-presentation nerves.

Most of us will need to give a work presentation at some point. Whether it’s to a group of 5 at a team meeting or 500 at a conference, speaking in public can be very stressful. This applies to online presentations as well. These nerves impact people differently, but many will experience an elevated heart rate, sweating, feeling hot or going red, and struggling to concentrate.

If we let our nerves get the better of us we may not present as well as we had hoped. Our fear might even lead us to avoid opportunities to share our ideas in the future. However there are some practical steps you can take to deal with pre-presentation nerves that will help you to be more confident and clear.

Prepare. Be really clear about what you’re planning to say. I’ve found keeping presentations to three main points works well. Your notes should be bullet points rather than a script. You can start by outlining the three points you will cover, then go into more detail for each of the points, then summarise the three points at the end.
Practice. Run through your presentation in front of the mirror or, better yet, video yourself. Don’t ever let your actual presentation be the first time you’ve said it out loud. I find it helpful to visualise the room I will be presenting in. If you have access to the room ahead of time that’s even better. Run through the presentation until you only need your notes occasionally as a prompt.
Know your audience. Take the time to understand their interests and needs. Speak with people one-on-one before the presentation to gain their perspectives and insights. You can even gather further information during the presentation by getting a show of hands or asking questions. Great presenters focus far more on their audience than themselves.
Reframe your emotions. Being nervous or feeling excited have the same physical signs. It’s down to how you interpret your physical state. It’s far better to say to yourself “I feel like this because I’m excited about this opportunity to present and want it to go well”. This won’t remove all the physical signs of stress, but it will help you to use these feelings to your advantage.
Breathe. We breathe all day long, but we rarely focus on our breathing. We can use our breathing to calm us. A great approach is the box breathing technique. The box is a simple way to remember the structure - inhale for four seconds, hold for four seconds, exhale for four seconds, hold for four seconds. Doing this for just a minute will calm you down dramatically.
Pose a question for discussion early. Asking a question of the group and having them discuss it with one or two others provides an engagement point and also gives a chance to settle in, take some deep breaths and focus.
Focus on individuals not the group as a whole. Another presentation technique which can work well is to focus your attention on a single person for a sentence, then shift to someone else for the next sentence. You need to make this natural for you, but making eye contact will draw people in. It is also a reminder that you are communicating with a room of individuals, not just a group of people.
Seek feedback. This can feel painful, but feedback is a great way to improve. Find someone who can provide you with balanced feedback and speak with them prior to the presentation to set this up well. After the presentation, ask them to share anything that worked well, and things you should do differently next time. Then thank them for the feedback.

Your presentations will continue to improve with practice. If you can learn to expect and even enjoy the discomfort, you will be able to deal effectively with pre-presentation nerves.

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Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

- Five online courses with workbooks - valued at $250 each

- Five five day challenges with workbooks - valued at $150 each

- Nineteen recorded webinars - valued at $100 each

- A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350

That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.

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Andrew Beveridge 10/06/2023 Andrew Beveridge 10/06/2023

Episode 188 - How To Work More Effectively With Your Manager

The working relationship with our manager is particularly important to our performance and career. We explore some practical ways to build this relationship.

Summary

The working relationship with our manager is particularly important to our performance and career. We explore some practical ways to build this relationship.

Transcript

Hello and welcome to episode 188 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore ways to build the working relationship you have with your manager.

The working relationship you have with your manager is particularly important for your performance and career. Yet we can all struggle to make this relationship work. It’s easy to put this down to personality and style differences, or perhaps a lack of interest or skill on the part of the manager. However there are some important things to keep in mind. Managers are typically busy. What you might see as a lack of interest or attention may simply be due to them having so much on. Managers have a different perspective and priorities. The scope and time horizon associated with their role could be dramatically different to your role. There are likely to be things they are focused on that you may know nothing about. Your manager might work quite differently to you. Their work style and preferences could well be different to yours.

So, keeping all of these things in mind, here are seven tips for working more effectively with your manager:

Establish clear goal posts. Having agreed expectations is fundamental to performance and your relationship. Without clear goals, you can’t have an effective working relationship with your manager.
Build trust. Trust is a combination of having another person’s best interests at heart, and being reliable in following through on your commitments. To build trust you need to understand what is important to your manager. You also need to be rock solid in delivering what has been agreed.
Ask “How can we best work together?” This is a great question to explore what your manager has found most helpful when leading others. It also opens up a two-way conversation where they’re likely to ask what you’ve found most helpful from other leaders, so be prepared to share some thoughts.
Secure some one-on-one time. Given the time constraints on managers this can be challenging, but even 20 minutes a week can make a huge difference. Frame this in terms of how it will be helpful for your manager. For example, it provides an opportunity to bundle-up non urgent questions rather than disturbing them during the week. It will also help ensure clarity and alignment, and that your manager is across progress against objectives.
Try to lighten their load. It’s easy to come to your manager with a problem and just make their life harder. Instead, come with options and potential solutions. Even better, come with your preferred approach and rationale.
Seek specific feedback. Let your manager know what you’re working on and that you’d appreciate and value their feedback. Again, frame this up from the manager’s perspective and how this regular feedback will help you to be even more effective.
Express gratitude. The research is clear - the more senior someone is, the less feedback they receive. Let your manager know what you’re appreciating about the way they have led you. This will encourage them to keep going.

I hope you have found these tips helpful. Give them a try and let me know how you go in the comments below.

Check out www.leadership.today for more episodes and information about our Leadership Today App.

Andrew Beveridge 03/06/2023 Andrew Beveridge 03/06/2023

Episode 187 - How To Accept Feedback With Grace

Many people are uncomfortable receiving feedback from others, even when the feedback is positive. We explore how to accept feedback with grace.

Summary

Many people are uncomfortable receiving feedback from others, even when the feedback is positive. We explore how to accept feedback with grace.

Transcript

Welcome to episode 187 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to accept feedback with grace.

How would you feel if I said “I have some feedback for you”? When I ask this question in leadership development programs, most people indicate that they would feel nervous, a sense of dread, that they would want to leave, or that they’re expecting bad news. It turns out that most of us assume feedback will be negative. When we receive negative feedback we might feel defensive, want to argue back, or even provide our own negative feedback without fully thinking through the implications. But many people even struggle receiving positive feedback. They might try to play it down, perhaps making a joke, or suggesting that the person providing the positive feedback is wrong. So how can we make the most of the feedback we receive, taking it on with a bit more grace? Here are six tips:

Always say “thank you”. If it’s positive feedback, try not to dismiss the feedback. If it’s negative feedback, don’t get defensive but just share genuine thanks that the person has had the courage to speak with you.
Don’t respond right away. If it’s positive feedback, come back to the person later to let them know what you appreciated about their feedback. If it’s negative feedback, come back to the person later with what you’ve taken out of their feedback. You’re likely to respond better with some additional time to think and reflect.
Look for the truth in the feedback. If you have received positive feedback, assume that it’s true. For example, if someone says you seemed really confident when you were presenting to the team, even if you didn’t feel confident, the truth is that you appeared confident. If someone provides negative feedback, look for the kernel of truth. You may not agree with or accept all of the feedback, but there’s likely to be an element of truth in there somewhere.
Separate intent and impact. You can set out with the best of intentions, but feedback is focused more on your impact than your intent. Focus on the impact you’re having and be clearer in sharing your intent.
Provide further context if required. If you have received negative feedback, it can be helpful to provide further context. It’s important here not to be defensive or dismissive, but additional context can help others to understand why you did what you did.
Let them know what you will do as a result. Whether it’s positive or negative feedback, let the person know what you’re planning to do based on the feedback they’ve provided. If it’s positive feedback it might be that you’ll try to keep doing this in the future. If it’s negative feedback, you might let them know what you will try to do differently.

Always remember that feedback is a gift. We may not always like the way the gift is wrapped, but there’s always value in feedback. Give these approaches a try and let me know what you think.

Andrew Beveridge 27/05/2023 Andrew Beveridge 27/05/2023

Episode 186 - Why Identity Beats Personal Brand

This week we explore why focusing on your identity is a better investment of time than focusing on your personal brand.

Summary

This week we explore why focusing on your identity is a better investment of time than focusing on your personal brand.

Transcript

Welcome to episode 186 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore why focusing on your identity is a better investment of time than focusing on your personal brand.

With the proliferation of influencers and social media over the past decade, there has been an increased focus on building a personal brand. Well meaning organisations even run workshops helping people to carefully curate their LinkedIn image. On the surface this sounds like a good thing to focus on in the context of our leadership. Surely we want to be careful about how we present ourselves to the world? There are however some risks of treating yourself as if you were a company or a product. Who we are is much more than just how we want to be seen by others. And how others see us is likely to be more genuine if it’s grounded in our identity.

Our identity is who we are, not just our external persona. It includes what we value, our opinions, what’s important to us, and ultimately who we are.

Personal brand is how we want others to see us. It tends to be more carefully curated. There is a risk that our personal brand can become detached from our identity. This can lead us to effectively put a mask on as we interact with others. This doesn’t just require additional effort to maintain, it also can come across as disingenuous. People are very good at picking up when we are pretending to be something we’re not.

In contrast, identity is who I am, not just my external persona. When we focus on our identity, we are more grounded in who we are and what we stand for. This gives us a sense of purpose and direction. When we are clear on our identity, our personal brand flows naturally.

Here are three things you can consider this week if you want to explore your identity:

Reflect on your values and beliefs. What is important to me? What motivates me?
Look at your life experiences and how they have shaped who you are today. What have you learned from your successes and failures?
Examine your relationships and the people who have influenced you. Your identity is often formed in reference to others.

So this week spend some time considering your identity. It’s a better investment than your personal brand. Have a great week.

Andrew Beveridge 20/05/2023 Andrew Beveridge 20/05/2023

Episode 185 - Compulsory Fun

It turns out many people don’t like compulsory team building activities at work. So how do we build relationships and connections in a way that people do appreciate?

Summary

It turns out many people don’t like compulsory team building activities at work. So how do we build relationships and connections in a way that people do appreciate?

Transcript

Welcome to episode 185 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how to build team connections without resorting to compulsory fun.

Many leaders are noticing a reduction in inter-connection between their people. This could be due to a range of factors, including an increase in remote working, busy-ness or just inattention to relationships as an important part of team effectiveness. People are therefore exploring ways of building these connections. A tempting option is to book a hopefully fun team building activity. However research suggests that people can resent team building activities, particularly when they aren’t voluntary. Even when people are okay with being involved, often the activities chosen don’t allow much opportunity for discussion and bonding.

Research suggests that intentional efforts at building relationships and connections are usually more beneficial than generic team building activities. Here are some of the suggestions I’m sharing with clients who are wanting to build team cohesion:

Focus on team effectiveness. We are here to do a job, and your team building efforts are best placed when they have a clear link to the effectiveness of the team. That doesn’t mean it needs to be stale or boring, but the activities need to have a point.
Allow people to share and get to know each other safely. Team building efforts work best when people can choose how much or how little they want to share. An example is having people share a five star recommendation. This could be anything - a book, holiday destination, recipe, restaurant, activity - anything they would give five stars and why. This simple question often breaks down barriers and allows people to safely open up and get to know each other.
Invest your own time in getting to know your people. Team building works best when the leader is involved and makes a conscious effort to get to know all the people in their team, rather than just sticking with the people they know or seeking to keep a distance between them and the team.
Building effective relationships is part of the work, so stick to normal work hours. If your team want to organise to do something together outside work hours, that’s great. But anything you organise should honour their time.

Give these approaches a go with your team and have a great week.

Reference

Petr Matous, Julien Pollack, Jane Helm. Collecting experimental network data from interventions on critical links in workplace networks. Social Networks, 2021; 66: 72

Andrew Beveridge 13/05/2023 Andrew Beveridge 13/05/2023

Episode 184 - Tight and Loose Goals

This week we explore how goal setting changes over time and with our personality preferences. Could setting tighter goals make us more happy?

Summary

This week we explore how goal setting changes over time and with our personality preferences. Could setting tighter goals make us more happy?

Transcript

Welcome to episode 184 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how goal setting changes over time and with our personality preferences.

People vary markedly in the way they set goals and where they focus their goals. In general though, tighter and clearer goals tend to be more effective than loose and general goals. A tight goal of exercising for 30 minutes each day is likely to be more effective than a loose goal of wanting to become more resilient. A tight goal of practicing giving presentations in weekly team meetings is likely better than a loose goal of wanting to become a better communicator. But the kinds of goals we set can vary over time and with our personality preferences.

A 2020 study by researchers at the University of California tracked the goals of participants from when they started college to 20 years later. They also looked at the personality preferences of participants, the impact these had on the goals set, and how personality changed over time.

The study found that personality changes impacted the kinds of goals people set. For example, participants whose levels of agreeableness, kindness and compassion increased placed more emphasis on family, relationship and social goals over time. Similarly, those who increased in responsibility, organisation and self-control placed more value on economic and family goals over time. This can help explain why our views of success vary so much - we value different things and set different goals.

The researchers also found that people placed less emphasis on goals as they headed into middle-age, and believed this was due to people being more selective in the focus on goals while also having achieved some of the major goals they set in the preceding 20 years. Interestingly, research also suggests happiness tends to reduce from a peak in our late teenage years, to a low point around 47, before increasing steadily into old age. The mid-forties often feature the greatest competing demands around relationships, parenting, career and health. It is however interesting that the period where we have fewer clear goals appears to coincide with the period when we are least happy. We can end up being so busy that we lose focus on what is most important. We end up focusing on survival rather than planning for the future.

As a leader, it's important to understand that different members of your team may have different approaches to goal setting based on their personality types. By understanding these differences, you can tailor your approach to goal setting to best suit each individual. For those with a strong sense of conscientiousness, it's important to provide clear guidelines and deadlines when setting goals. These individuals thrive on structure and specificity, so providing a clear roadmap and measurable outcomes can help them stay focused and motivated. On the other hand, individuals with high levels of openness may benefit from more flexible and creative goal setting. These individuals tend to be more innovative and enjoy exploring new ideas and possibilities. By providing a broader vision for the goals and allowing for more creativity in how they are achieved, you can tap into their strengths and keep them engaged.

So this week I encourage you to take another look at your goals. How clear and tight are they? What areas of your life do they focus on? Are there goals you need to let go, or new goals you need to set? Spend some time dreaming about what the future could hold, then use goals to mark clear waypoints towards the life you want.

References

Olivia E. Atherton, Emily Grijalva, Brent W. Roberts, Richard W. Robins. Stability and Change in Personality Traits and Major Life Goals From College to Midlife. Personality and Social Psychology Bulletin, 2020; 014616722094936

Blanchflower, David G. Is Happiness U-shaped Everywhere? Age and Subjective Well-being in 132 Countries. National Bureau of Economic Research Working Paper Series No. 26641 January 2020.

Andrew Beveridge 06/05/2023 Andrew Beveridge 06/05/2023

Episode 183 - Break It to Fix It

When looking for ways to improve and make progress, it is sometimes helpful to explore what could be the most negative outcome and what we can learn from that. This week we look at the benefits of thinking about how to break something in order to make it even better.

Summary

Transcript

Welcome to episode 183 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we look at the benefits of thinking about how to break something in order to make it even better.

I was recently watching a documentary about SpaceX, the manufacturer and launcher of rockets, including the largest and most powerful ever made. In the documentary called “Return to Space” they reflected on the contrasting approaches to experimentation and progress used by SpaceX and NASA. The documentary explained that NASA focuses on getting things as right as possible on paper first before committing to a launch. This leads to an inherent conservative risk-aversion. Success from a NASA perspective is a rocket flight that’s perfect first time even if that takes a long time to get to. SpaceX in contrast has seen some of the most spectacular and dramatic rocket explosions ever. Instead of being disappointed by these or even viewing them as failures, each explosion was seen as an opportunity to gather data and learn fast. Elon Musk even declared their latest Star Ship launch as having a 50% chance of success. He said in an interview "I'm not saying it will get to orbit, but I am guaranteeing excitement”. Star Ship exploded prior to reaching orbit. Interestingly though, SpaceX’s other rockets now have an enviable level of safety and reliability. By breaking it, SpaceX are learning how to fix it.

So what does this mean for the rest of us leaders who aren’t in the space race? Whether it’s a physical product, a service, or a process, I believe there are several lessons we can learn and apply.

Conduct a pre-mortem. A post-mortem is something we undertake after a negative event to find out what went wrong. A pre-mortem flips this process to consider what could go wrong in advance. In a pre-mortem we look at potential negative outcomes and work back to what might cause these, and therefore what we might do differently. This makes it far easier for people to speak up and air concerns.
Check your culture. Organisations have different attitudes towards risk and failure. If you are in a risk-averse organisational culture, it’s helpful to consider how you can fail safely. Safe-fail experiments are a great way to stress-test what you’re building.
Encourage people to be open about risks and failure. Often times people will attempt to downplay risks and cover up failures. Promoting sharing of these as learning opportunities can help people to be more forthcoming and honest.
Focus on the system, not the people. When things go wrong, it’s easy to point the blame at individuals. Instead we should start with the system. This will encourage honest reflections and openness rather than fear of retribution.

I hope you found this helpful. Consider how you might fail-forward in your context. Have a great week.

Andrew Beveridge 29/04/2023 Andrew Beveridge 29/04/2023

Bonus Episode - Clifford Morgan - The Coaching Leader

In this interview I speak with Clifford Morgan, author of the new book "The Coaching Leader - Essential Skills to Enhance Your Leadership and Develop Your People Every Day".

We discuss:

Challenges leaders are facing today
The benefits of leaders taking on a coaching approach
What it takes to be a great coach
Some lessons from Cliff's military background

You can learn more about Cliff, his book and other resources at: https://cliffordmorgan.com.au/

In this interview I speak with Clifford Morgan, author of the new book "The Coaching Leader - Essential Skills to Enhance Your Leadership and Develop Your People Every Day".

We discuss:

Challenges leaders are facing today
The benefits of leaders taking on a coaching approach
What it takes to be a great coach
Some lessons from Cliff's military background

You can learn more about Cliff, his book and other resources at: https://cliffordmorgan.com.au/