Leadership Tips for Discovery in Action Alumni + network
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November 2016

Welcome to our November edition of our Discovery in Action - Monthly leadership tips,  your 'once a month'  'bite-sized' chunks of practical leadership wisdom!

In this edition of our newsletter we share :
We post the blogs in this monthly leadership tips publication on Linked In. Please feel free to forward this email to people in your network who you think may find it helpful...

We also use the content we share each month, in the work we do in our consulting practice. Feel free to get in touch to find out more about anything in this newsletter or other blogs on our website.  Enjoy!

Paul and Melanie Eyres

Practical Ways to create Role Clarity

When our Discovery in Action participants explore the conditions that need to be in place for their people to perform at their best, the issue of ‘role clarity’ is regularly explored.

A major driver of individual morale and confidence is the extent to which individuals are clear about what is expected of them, how their work makes a contribution and the degree of autonomy they have in performing their roles. An important discipline of leadership is to assist individuals achieve high levels of role clarity.

Of course, role clarity on its own is not sufficient to help people perform to their optimum, however it is often recognised as an important factor.

It is sometimes said that you don’t manage people, you manage boundaries – this is at the core of building role clarity.

We have prepared a ‘tips and hints’ style document that gives you 2 pages of practical ideas that could help you higher levels of role clarity.

Click here to download this document.

DiA Discoveries – 7 killer questions that fundamentally shift a conversation

Reflections from Paul...

Throughout my career as a facilitator and coach I've stumbled across a handful of really great questions to have in the 'kit bag'.

A great question at just the right moment can help individuals or groups generate insight and bring about a fundamental shift in a conversation.

Some you’ll likely be familiar with, while others might be new and worthwhile adding to your kit bag for when the moment is right!

1. What do you mean by that?

2. How
did you reach that

3. Upon what assumptions is that based?

4. What are you trying to achieve?

Would you be willing to engage in a conversation where you might change your mind?

6. What
are the potential unintended consequences?

7. How might person X* view this situation?

Click here to access the Link to the DiA Discoveries post that elaborates on each question.

Working more effectively with your boss

Do any of these statements resonate with you?

  • I have a really positive, effective working relationship with my manager and life is good!
  • My relationship with my manager is a not as good as I would like, but with a little attention it could definitely improve
  • My manager and I do not 'fit together well' and the tension in our working relationship is stopping me from achieving my best
  • If things don't change with the relationship with my manager, then it might reach a point where I need to move on
  • I actively have to manage the relationship with my manager - so I can ensure they know what is going on, and I can take a bit more control of my career path
  • I feel quite disempowered by the way my manager treats me, but I don't know how to make things change?

The relationship you have with your manager is one of the most important working relationships there is!

You are on track if:

  • You have a good understanding of the other person and yourself, especially regarding strengths, weaknesses, work styles and needs.
  •  You use this information to develop and manage a healthy working relationship – one that is compatible with both people’s work styles and assets, is characterised by mutual expectations and meets the most critical needs of the other person.

Warning signs are if:

  • The lines of communication are constricted and information is not flowing freely
  • You are not able to make progress in your work, and your contribution to organisational objectives is suffering
  • The relationship is strained and the needs of both parties are not respected or acknowledged
If you'd like some tips on how to work more effectively with you boss, click here.

MBWA – Management by wandering around!

In a recent DiA program celebration + evaluation session (session 7), a DiA alumni recently commented that early in the program, they realised that they weren’t paying enough attention to some of the needs of people in their team. They said ‘my people wanted to see me more on the floor, but it is not my natural instinct to ‘wander without purpose’, but this is what they want; they want me to be more available’. This leader listened, and made some changes that her team really valued, and she found some unexpected benefits along the way!

Often leaders see this ‘wandering’ as ‘hovering’ or an ‘intrusion’, or dare I say it, a ‘waste of time’, but after reframing this ‘wandering’ in their mind, they have seen that this ‘wandering’ can actually become ‘wandering WITH purpose’.  By making more of an effort to get out of their office or come down to a different floor, the are more available and visible to their teams, and as a result, leaders gain a much stronger sense what is happening (and what isn’t!), and stronger sense of what their people need.

Funnily enough, this term ‘wandering’ is actually a formal term – often called MBWA or ‘management by wandering around’. A recent ‘MindTools’ post happened across my desk in the same week as this discussion, and it shared some practical suggestions for how to make this practice an effective one. Click here to read more.

Some recent assignments

  • Designed a customised leadership program for emerging leaders
  • Kicked off our 10th DiA program with one of the first clients to run the DiA program
  • Facilitated a team workshop to explore issues and actions to drive improved wellbeing.
Click here to access the Eyres & Associates website to find out what else we do!

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