Andrew Beveridge 21/10/2023 Andrew Beveridge 21/10/2023

Episode 206 - How To Deal With a Persistently Negative Team Member

Negativity can really impact a team’s motivation and performance. This week we explore how to manage a persistently negative team member.

Summary

Negativity can really impact a team’s motivation and performance. This week we explore how to manage a persistently negative team member.

Transcript

Hello and welcome to episode 206 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to manage a persistently negative team member.

Having a negative person on your team can be really draining. The tendency to always point out the downside and limitations can drag others down and reduce motivation. It can be a difficult situation to address. We don’t want to shut down criticism or pretend that everything is perfect, and we don’t want to respond in a way that makes them feel like they don’t belong. However, we also don’t want to become trapped in negativity that can impact others’ enthusiasm and commitment. Here are some tips that will help you to manage a persistently negative team member:

Don’t assume it will get better with time. Negativity doesn’t tend to go away. In fact, the more you allow it to take hold, the more it can grow within the team. You need to address unreasonable negativity early. Just hoping it will get better by itself is not going to work.
Don’t assume it’s all about work. Often the person who complains the most at work may also be facing challenges outside of work. An honest conversation can help address this.
Provide feedback on impact. Look for examples of negativity from the team member and provide feedback as soon as possible. You want to clearly anchor the feedback in a specific situation, and provide insight into the impact of the person’s actions on you and others. For example, “during the meeting earlier today when you described our new project as a waste of time that will never work, I saw several people look discouraged, and I felt like your comments made the project even harder to achieve”.
Explore their intent. Oftentimes our intent is not the same as our impact. In my earlier example, the person describing the project as a waste of time may not have intended to discourage others. They may have intended to express some concerns about the feasibility of the project. Once the person is aware of the impact of their approach, helping them to share their intent will provide you with greater context.
Help them to reframe. Once the person is clear on their intent, you can help them to achieve their desired impact. You might work through options of how they could express their concerns in a constructive way. For example, “I have some concerns about how feasible this project is. Can we discuss people’s views on that, and how we might make our goals achievable?”. This is likely to have a much more positive impact, while still addressing their original intent. In this way their negativity can be transformed into a super power that actually helps the team.
Listen for kernels of truth. It could well be that the project isn’t feasible. Just because something is expressed in a negative or damaging way doesn’t mean there isn’t some truth to what they’re saying. Asking probing questions to explore their perspective can help draw out a new perspective in a more positive and actionable way.
Recognise improvement. Look for examples of the person expressing things in more constructive ways and provide positive encouraging feedback to the individual. It’s always important to notice and appreciate efforts to grow and improve.

Negativity is contagious and challenging to manage. Engaging with the person sharing negative views can help turn them around, and provide them with more positive ways of making an important contribution to the team. Have a great week.

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Andrew Beveridge 18/10/2023 Andrew Beveridge 18/10/2023

Interview - Juliette Powell - The AI Dilemma

In this interview we speak with Juliette Powell about her latest book, The AI Dilemma - 7 Principles for Responsible Technology

During the interview we discuss a range of issues and opportunities around Artificial Intelligence:

- What drew Juliette into AI in the first place

- The "dilemma" in the AI dilemma

- Ways to think about AI in terms of triple A systems - algorithmic, autonomous and automated

- How to avoid the dehumanising impact of AI in organisations and society

- How to introduce AI in an organisation while avoiding magnification of existing bias

- Regulation of AI by technology firms and government

- The implications of AI for the employment market

In this interview we speak with Juliette Powell about her latest book, The AI Dilemma - 7 Principles for Responsible Technology

During the interview we discuss a range of issues and opportunities around Artificial Intelligence:

- What drew Juliette into AI in the first place

- The "dilemma" in the AI dilemma

- Ways to think about AI in terms of triple A systems - algorithmic, autonomous and automated

- How to avoid the dehumanising impact of AI in organisations and society

- How to introduce AI in an organisation while avoiding magnification of existing bias

- Regulation of AI by technology firms and government

- The implications of AI for the employment market

Juliette Powell is an independent researcher, entrepreneur, and keynote speaker at the intersection of technology and business. Her consulting services focus on global strategy and scenarios related to AI and data, banking, mobile, retail, social gaming, and responsible technology. She has delivered live commentary on Bloomberg, BNN, NBC, CNN, ABC, and BBC and presentations at institutions like The Economist, Harvard, and MIT. She works with such organizations as Reuters, the United Nations, Warner Brothers, l’Union des Banques Suisses, Microsoft, The Red Cross, Cirque du Soleil, IBM, and the World Bank Group.

Juliette’s previous book is 33 Million People in the Room: How to Create, Influence, and Run a Successful Business with Social Networking (Financial Times Press, 2009). She was a cofounder with Intel Labs of the research network WeTheData. The AI Dilemma is based in part on her research conducted at Columbia University. Powell is a faculty member at New York University’s Interactive Telecommunications Program and the founding partner of Kleiner Powell International (KPI), kleinerpowell.com.

You can learn more about Juliette and her latest book here: https://www.juliettepowell.com/

Andrew Beveridge 14/10/2023 Andrew Beveridge 14/10/2023

Episode 205 - How To Develop a Leadership Succession Plan

Moving on to a new role is a whole lot smoother when you have someone ready to replace you. This week we walk through the key steps to developing a leadership succession plan.

Summary

Moving on to a new role is a whole lot smoother when you have someone ready to replace you. This week we walk through the key steps to developing a leadership succession plan.

Transcript

Hello and welcome to episode 205 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we walk through the key steps to developing a leadership succession plan.

Moving on to a new role is a whole lot smoother when you have someone ready to replace you. All too often though we look for a change of role, and then have to rush finding a replacement or miss the chance to handover altogether. With some forward planning and effort we can ensure that leadership succession is smooth, fair, and well executed.

Step 1 is to identify potential successors. An important point here is that the successor to your role doesn’t necessarily have to come from your team. You will want to work with your own leader and others across the organisation to identify potential successors early. This could be based on performance evaluation data, 360 degree feedback, and other records. Potential successors don’t need to be ready to do your job today. In fact. It’s highly unlikely that anyone will be able to make a direct transition into your role without some development. Look instead for people who may have demonstrated performance or potential related to your role. Even if they’re 70% of the way to being able to do your role, with time you are likely to be able to bridge that gap.

Step 2 is to create individual development plans. These should be put together in consultation with individuals. There’s not much point considering someone as a successor for your role if they’re not interested in the role. Some people may be happy at their current level, or they may be looking for quite a different opportunity in the future. Individual development plans and discussions should include career planning. Identify any gaps the individual may have for taking on your role and other identified potential roles.

Step 3 is to provide development opportunities. Here we are working with the person to fill their development gaps. We often default to training courses, but development gaps are often best filled through stretch assignments and projects, mentoring and coaching. Look for opportunities to build their development into the work itself.

Step 4 is to test the succession plan. Here we want the individual to have a chance in the role itself. You can have potential successors step up into your role while you’re away, or work alongside you on a project. Keep in mind that the person may want to do things differently to you, so provide freedom to make the role their own where that’s possible..

A leadership succession plan is a great way to help you, the person who will take over your role, and your organisation to be successful.

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Andrew Beveridge 07/10/2023 Andrew Beveridge 07/10/2023

Episode 204 - How To Lead a Team Through Grief

Grief and loss are inevitable experiences for all of us. This week we explore how to lead a team through grief.

Summary

Grief and loss are inevitable experiences for all of us. This week we explore how to lead a team through grief.

Transcript

Hello and welcome to episode 204 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to lead a team through grief.

Grief and loss are inevitable experiences for all of us. And the experience of grief isn’t confined to our personal lives. Things like the death of a colleague, serious illness, and workplace accidents can all lead to grief at work. As a leader it can be hard to know how to respond. We may either try to continue with business as usual, or be tempted to become full time counsellors. On top of that, the grief is likely to impact us personally as well. Here are four things worth focusing on when you’re leading a team through grief and loss.

First, it’s important to recognise grief’s varying influence on the team. While grief is a universal experience, it affects individuals differently. Some may visibly demonstrate their grief, while others may internalise their emotions. It’s important to also recognise that people will take varying times to process their emotions around grief. It’s important to listen to people and give them your full attention. Acknowledging and validating their feelings can really help people to see their reactions as normal and acceptable in a workplace setting.
Second, acknowledge with the team the likely impact on productivity and engagement. Grief will understandably distract people from their work. It’s unreasonable to expect productivity to remain constant. This is an important moment to clarify priorities and adjust expectations. You may need to communicate this upwards to ensure any likely operational impacts are clear. Many people will find work a welcome distraction from their grieving. Providing a sense of meaning and purpose to the work will help people to continue to contribute, even if overall output is reduced.
Third, ensure emotional well-being is a priority. Link people to any available resources your organisation may offer such as employee assistance programs or counselling. You may want to offer flexible work arrangements and time off to provide space for people to grieve. Normalise seeking help through these resources.
And the fourth point, foster a supportive team environment. Even as the team leader you don’t need to be the sole source of care and support. Team members can support each other. Ensure that grieving team members do not feel isolated or excluded. Include them in team activities and discussions, but respect their need for space. Also, recognise the support that you might need. There’s not much point leading your team through grief, only to collapse at the end of the process.

Grief in any context is difficult. At work these practical steps can really help you and your team to grieve well and support each other effectively.

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Andrew Beveridge 30/09/2023 Andrew Beveridge 30/09/2023

Episode 203 - How To Stay Optimistic

Optimism is pretty easy when things are going well. This week we explore how to stay optimistic, even in challenging situations.

Summary

Optimism is pretty easy when things are going well. This week we explore how to stay optimistic, even in challenging situations.

Transcript

Hello and welcome to episode 203 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to stay optimistic, even in challenging situations.

Optimism is pretty easy when things are going well. Seeing the bright side isn’t difficult when things are bright. But our lives aren’t typically either good or bad. Even in the good times, challenging situations can arise and knock us around. But how optimistic we feel has very little to do with our circumstances. Instead we can all learn optimism and apply it as a skill.

Optimism is a lens through which we view life. Optimism zooms in on the good things to really study and make the most of them. It allows the good moments to spread across other areas of our life, and into the future over a longer period of time. In contrast, optimism zooms out in the challenging moments to gain greater perspective. It contains the bad things to one area of our life and to a moment in time. So how do we stay optimistic?

Schedule time to step back and reflect. Often we end up on autopilot, letting our circumstances dictate how we think and feel. Instead, we want to grab hold of our thoughts and put them in perspective. We want to be intentional about how we think and feel. This requires time to reflect, and the best way to ensure this happens is to schedule it in your calendar. Take time at the start of each day to choose how you want to think and feel about any good and not-so-good things that happen. Take time at the end of the day to reflect on the things you are grateful for.
Tame how you speak to yourself. Often the way we speak to ourselves is not very kind. When things go wrong we can quickly become our own worst critic. If a friend spoke to us the way we speak to ourselves in those moments, they probably wouldn’t be a friend for very long. Instead, be generous and kind to yourself. Speak to yourself as a supportive friend.
Reframe challenges as opportunities for growth. When we expand our horizons and try new things, we build optimism and resilience. Sure - we might make mistakes or find new things hard - that’s to be expected. See these minor setbacks as chances to become wiser, stronger and more capable.
Build supportive connections. Life isn’t meant to be travelled alone. We need other people. Gather people around you that you can support and that can support you. Look for ways to encourage other people. Helping people is motivating and will make you feel more optimistic.
Have a laugh. I was recently stuck at the airport with some colleagues as our flights became more and more delayed. To make things worse, I was going to miss a dinner with friends that I had been looking forward to. We started sharing some pretty low quality jokes with each other. Suddenly the annoying flight delays became a great chance to connect and feel joy together. Even in the hard times, take time to experience joy.

Optimism is something we can all learn and improve. It just takes some intentional effort, time and focus to see the good in life and recognise opportunities to grow and develop. Have a great week.

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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 23/09/2023 Andrew Beveridge 23/09/2023

Episode 202 - How To Gain Input From Others

Even the best leaders need to listen to broad perspectives. This week we explore ways to gain input from others.

Summary

Even the best leaders need to listen to broad perspectives. This week we explore ways to gain input from others.

Transcript

Hello and welcome to episode 202 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore ways to gain input from others.

As a leader, your decisions can shape the direction of your team and organisation. While your experience and expertise are invaluable, tapping into the insights of your team members can lead to more well-rounded and innovative solutions. Gaining additional input not only empowers your team but also strengthens your leadership. Let’s explore four practical tips to help you gather valuable input from others and make more informed decisions.

1. Foster an Open and Inclusive Environment: Creating an environment where diverse perspectives are welcomed is essential. Encourage open discussions, active listening, and the sharing of ideas without fear of judgment. When team members feel their input is valued, they are more likely to contribute their insights, leading to richer discussions and better decisions.

2. Schedule Regular Feedback Sessions: Set aside dedicated time for feedback sessions with your team. These sessions can take the form of one-on-one meetings or group discussions. Use these opportunities to ask open-ended questions, such as "What challenges are you currently facing?" or "Do you have any suggestions to improve our processes?" Regular feedback sessions not only provide a platform for input but also demonstrate your commitment to continuous improvement.

3. Use Brainstorming Techniques: Brainstorming is a powerful tool for generating a wide range of ideas. Organise brainstorming sessions where team members can freely contribute their thoughts on a particular challenge or project. Encourage a no-judgment atmosphere, and use techniques like mind mapping to ensure everyone's input is heard. Brainstorming sessions can lead to innovative solutions that might not have surfaced otherwise.

4. Implement Anonymous Surveys: Sometimes, team members may be hesitant to share their input openly. In larger teams and groups anonymous surveys can provide a safe space for honest feedback. Use surveys to gather opinions on specific topics, collect suggestions for improvement, or gauge overall satisfaction. Ensure the surveys are well-structured and ask targeted questions to gather actionable insights.

Tapping into the collective wisdom of your team can strengthen your leadership. By fostering an inclusive environment, scheduling regular feedback sessions, using brainstorming techniques, and implementing anonymous surveys, you empower your team to contribute their insights. Embracing diverse perspectives leads to more informed decisions, innovative solutions, and a team that feels valued and engaged. As you integrate these practical tips into your leadership approach, you'll not only strengthen the bond with your team but also harness the power of collaborative decision-making for an even better future.

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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

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 16/09/2023 Andrew Beveridge 16/09/2023

Episode 201 - How To Set Better Goals

Given how important goal setting is to performance and satisfaction, we can all use some tips to improve our goal setting. This week we explore how to set better goals.

Summary

Given how important goal setting is to performance and satisfaction, we can all use some tips to improve our goal setting. This week we explore how to set better goals.

Transcript

Hello and welcome to episode 201 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to set better goals.

Goal setting is a core activity that guides individuals and teams towards success. As a leader, your ability to set clear and meaningful goals is central to achieving excellence. However, we’re often less effective at goal setting than we think. Today we will explore four practical actions you can take to set better goals, both for yourself and for your team.

1. Align with Vision and Strategy: Every goal should be a stepping stone towards a larger vision. Before setting goals, ensure that they align with your team's overall vision and the organisation's strategic objectives. This alignment keeps everyone focused and moving in the same direction. When goals resonate with a higher purpose, they become more meaningful and more motivating.

2. Make Goals SMART:

SMART goals are Specific, Measurable, Achievable, Relevant, and Time-bound. This framework provides a set of criteria for goal setting that ensures clarity and accountability.

Specific: Define goals clearly and precisely. The more specific the goal, the easier it is to understand and work towards.
Measurable: Set concrete metrics to track progress. Measurement adds objectivity to the process and enables you to assess whether the goal has been achieved.
Achievable: Goals should be challenging yet realistic. Ensure that the goal can be accomplished with the available resources and effort. Also make sure there is an achievement point - a moment when you can say that the goal has been completed.
Relevant: Goals should be relevant to the individual, team, or organisation's current needs and priorities.
Time-bound: Set a clear timeframe for achieving the goal. This adds urgency and prevents goals from dragging on indefinitely.

3. Foster Ownership and Collaboration: Involve your team in the goal-setting process. When people have a say in setting their own goals, they feel a sense of ownership and commitment. Encourage collaboration by soliciting input and feedback from team members. This not only leads to better goal alignment but also promotes a culture of shared responsibility.

4. Break Down Goals into Milestones: Large goals can feel overwhelming, but breaking them down into smaller, manageable milestones can make them more achievable. Each milestone serves as a mini-goal and a progress marker. Celebrate successes as these milestones are reached, boosting motivation and maintaining momentum.

Goal setting is both an art and a science, and leaders who excel at it inspire their teams to reach new heights. By aligning goals with vision and strategy, making them SMART, fostering ownership and collaboration, and breaking them down into milestones, you set the stage for success. Remember, the best goals are those that not only drive performance but also resonate with the hearts and minds of your team, creating a sense of purpose and fulfilment in every achievement. Have a great week.

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- 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

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

Episode 200 - How To Overcome Procrastination

Procrastination has been described as “our favourite form of self-sabotage” (Alyce Cornyn-Selby). This week we explore how to overcome it.

Summary

Procrastination has been described as “our favourite form of self-sabotage” (Alyce Cornyn-Selby). This week we explore how to overcome it.

Transcript

Hello and welcome to episode 200 of the Leadership Today podcast where each week we share practical tips to improve your leadership. Procrastination has been described as “our favourite form of self-sabotage” (Alyce Cornyn-Selby). This week we explore how to overcome it.

Most people experience procrastination from time to time. 25% of the population even have procrastination as a defining personality trait. Procrastination is associated with a range of negative aspects including low self-esteem, pessimism, anxiety, fatigue and detachment. It’s not only bad for performance - procrastination can wreak havoc on our well-being.

Procrastination can be defined as voluntarily delaying an intended task despite expecting to be worse off for doing so. This is a crucial element of procrastination - that we put things off even when we know we will be worse off as a result. So why do we procrastinate at all given it’s so bad for us? The function of procrastination is short-term mood repair. We procrastinate because it makes us feel better in the short term, even when that’s at the expense of achieving longer-term goals. Research even shows that the more negative our mood, the more time we spend procrastinating. So what can we do about procrastination?

A good place to start is to think about the opposite of procrastination. A flow state is the closest we experience to the opposite of procrastination. When we experience flow our attention is fully focused, we feel flexible and adaptable, our skills are challenged, we feel great and time flys by. So how do we achieve flow? Flow is assisted by clear goals, flexibility in pursuing those goals, lots of feedback, and an opportunity to stretch our skill set. So here are six practical approaches you can try to get into flow and overcome procrastination:

Choose to be challenged in an area of interest: Boredom increases the risk of procrastination, so we want to focus our attention towards tasks that are interesting. Being guided by our interests can get us out of the procrastination rut and ready to tackle other more challenging areas.
Set goals and deadlines to work towards: We prioritise and work harder to achieve tasks that have a deadline, so use that to your advantage.
Boost your mood before you begin: Given procrastination is a technique to restore our mood, boosting our mood reduces the risk of procrastinating in the first place. Go for a walk around the block or undertake some other mood-boosting activity before you tackle a task that you typically put off.
Minimise distractions: Turn off wifi or use settings to reduce notifications and access to distracting apps.
Involve others: Gather people who can provide encouragement, mentoring and feedback. It’s harder to procrastinate when others are checking in and holding you accountable.
Work in bursts: Set a timer for 15 minutes and start working. When the 15 minutes is up, assess whether you can put in an extra 15 minutes. The urge to procrastinate tends to fade away once we get started.

There’s no need to be plagued by procrastination. Give these practical tips a try and let me know how you go. If you want to dive into this topic in more detail, our Leadership Today subscription includes a recorded webinar called “A Procrastinator’s Guide” and also a five day Defeat Procrastination challenge. Go to www.learn.leadership.today for more information and use the promo code PODCAST at checkout for 25% off an annual subscription.

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

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- 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 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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- 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 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.

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 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

Find out ways to get connected here: https://leadership.today/connect

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

Find out ways to get connected here: https://leadership.today/connect

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.

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 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.

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 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.

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

Find out ways to get connected here: https://leadership.today/connect

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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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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