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January 2015

Welcome to our first Discovery in Action newsletter for 2015! We hope you have had the opportunity for a break over the Christmas period, and feel renewed and energised for the year ahead!

In this edition of our newsletter, we share
  • a new tips and hints guide that explores the challenge of younger managers leading older employees
  • a blog exploring 'the reluctant leader', those who may not have actively sought out a people leadership role,
  • some tips from MBTI to help you be more effective with presentations and reports, and
  • a new blog post exploring the art and practice of reflection
Thanks to those of you who have been in touch about the content in our previous newsletters. Please feel free to get in touch to ask us questions or to forward on information you think might be useful sharing in future newsletters. And please feel free to forward the newsletter on to anyone in your network who you think may find it helpful...

Paul and Melanie Eyres

DiA Tips ... Younger Managers leading Older employees

It is very common in today's workplace, for young achievers to suddenly find themselves leading and managing people. This situation is challenging for all new leaders, not just the young ones, but another layer of sensitivity can be added when managing a team of people that are from a different generation or peer group. Whether the age difference is just a few years, or leaders find themselves leading teams with people their parents' age, it is not surprising for new leaders to find themselves feeling uncomfortable, or even a little anxious.

This tips and hints guide provides some ideas for young, people leaders.  Some of the tips here are just as relevant for new leaders in a team of any shape and size, however these ideas are particularly effective for young leaders of teams that are not just from their peer group.

Click here to access our newest DiA Tips and Hints guide - for some practical suggestions for younger managers leading older employees

A Leader...who me? Do you 'own' your role?

We finished up a DiA program just before Christmas 2014, and were recently sharing our post-program observations about the cohort with the client. Along with seeing more confident, capable and authentic leaders, one of the key themes we shared was about accountability - how the majority of the program participants really understood and ‘owned’ their roles as leaders of people. Some came into the program with that ‘identity’ / mindset already, and others had the ‘light bulb’ over the journey – when they finally, truly ‘got it’.

Not everyone who is a leader sees themselves as a leader. As Sheryll Fisher describes in her short blog post, some don’t feel they fit the typical mould of a leader. She felt she was different to what she saw in leaders around her, and different to what she had heard what a leader needed to be. And it had not occurred to her that she was – in fact – a leader of others. She writes “and when the epiphany hit me, like a train, I honestly couldn’t believe I had been so blind to my own paradigm. I had identified ‘The Thing’ that was holding me back without me even knowing it; it was rooted in childhood experience and reinforced by almost every movie I’ve ever seen…”.

Fisher wrote her blog, because she felt sure that she was not the only person out there who doesn’t or can’t see that they’re actually leading..."

Not everyone manages their career with the direct intention of seeking a people leadership role. Some may be like Sheryll and suddenly realise the station the train has pulled into! Click here to read more...

Considering MBTI-Type in presentations and reports

Does this sound familiar? ‘I have told them the same things for years, in fact I've probably told them 100 times and they still don’t get the message!’ This is often a regular theme when departments try to communicate with each other, or when trying to obtain buy-in from those more senior in the hierarchy. But is it our responsibility to sell - or their responsibility to buy? Maybe the problem is not with the receiver of the message? Maybe there is a problem with the delivery!

Is it possible the person is communicating the same message the same way – repeatedly, and thereby getting the same result? Communicating in the manner that you like to receive information is not enough – you need to think about how someone with different preferences may better receive the message…

Click here to learn more...

DiA Discoveries - The art and practice of reflection

We talk a lot about reflection with our clients, both in the context of leadership development and coaching. The term reflection has become more acceptable in the context of work and organisations in recent years – it’s not necessarily just instantly dismissed as new age waffle! Although that being said, it is not necessarily something that is well-understood or consistently practiced. It can be tough to embrace the idea of personal reflection in our typically task-focused super-busy work environments, especially for those with significant leadership responsibilities.

It can also be hard to understand the value in it – even if you think it might be worthwhile it can be difficult getting your head around what it really means in practice. On the face of it, it sounds pretty simple but how does it work in practice? So I thought it might be useful to explore some basic questions in relation to reflection.

  • What is it?
  • Why do it?
  • How do you do it?
  • How do you make it part of your practice?

Click here to see more detail...including practical steps to help you build reflection into the way you do things.

Some recent assignments

  • designed and delivered an EI program
  • co-facilitated some Leader as Coach programs
  • helped a government department design process for investing their L&D levy

Click here to access the Eyres & Associates website to find out what else we do!

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