When I was very young, we lived in Scotland. Certain things followed us when we moved to England, including having Haggis for Sunday lunch!

When I was about seven, I remember asking my Dad what a Haggis was. According to him, a Haggis was a mountain creature which had two legs shorter than the others to help it climb sideways around the hills and mountains of Scotland. 

Captivated by my knew knowledge I promptly offered this information to all who would listen to me at school, including my teacher whose eyebrows promptly raised and told me not to be so silly. I insisted that ‘My Dad’ had told me so it must be true!

Often, we believe things we are told by those 'wiser’ than ourselves, sometimes without question. This doesn’t always go to plan! (Lopsided Haggis!)

When I’m helping new managers, I sometimes offer a model or theory to help them understand a way of seeing how a situation might unfold… but what I also do, is offer the advice that CONTEXT and PURPOSE is more important than a model. 

What I’m really aiming for, is for them to be able to think for themselves rather than believe everything they hear… a lesson I learnt young!

What have you been told that turned out to be false?

#CuriouLighthouse #ManagementDevelopment #Haggis

I recently found out my husband’s 13 x Great Uncle (Peter Heywood) was the man who snatched the torch from Guy Fawkes on 5th Nov 1605, thus preventing him from setting fire to the gunpowder that was about to destroy Parliament!
 
I love researching the lives of my family and finding little snippets that make them come to life. Not all are as noteworthy as stopping parliament being blown up, most are farmers, carpenters, church clerks, one or two crackpots and fair share of Coal Miners.
 
But jobs are just one aspect of their lives. 
 
In my own ‘job’ as an L&D consultant I often speak to new managers who find the idea of talking about personal life with their team difficult.  Some might even see it as intrusive, but the reality is people bring their personal lives to work. Especially now with so many of us working from home right now, they are literally juggling personal and professional life in one space.      
 
As a manager, finding out more about your team will help you build a bigger picture about what’s going on in their life and how this might be impacting on their work.  More importantly how you can support them to get the best for them, you, and the company.
 
I’m not suggesting you go researching their family history!  But having a general conversation about how things are can really help to shed some light (see what I did there … lantern, light!) on their situation and make all the difference.  
 
Why not start by asking them what they are up to for Bonfire night!
 
#CuriousLighthouse #managementDevelopment #GuyFawkes

Do you ever do something really well in one context and then rubbish in another?

WORK:
I'm often asked to host training for Managers around the topic of SETTING EXPECTATIONS. (It's something I do very naturally in work mode.) My best bit of advise...

'Get people to clarify back what they think you have asked them to do!'

This way they have to think through the process and vocalise it, and you can then listen out for things that need to be further discussed.

HOME:
I asked my 8 yr old Son to make is own sandwich for lunch. I didn't set any expectations, I didn't ask him to clarify back what he was going to make, the result...

a marshmallow and jellybean sandwich!

#CuriousLighthouse #CreativeLearning

“On the 11th day of Christmas a Manager said to me… 
CAN’T I JUST BRIBE THEM?“

🌟(Sing along to the 12 days of Christmas song!)🌟
…
(10) Why set expectations?
(9) How do I manage upwards?
(8) Why aren’t they listening?
(7) I don’t have time to do this!
(6) Another 4-box model?
(5) DO I REALLY HAVE TO DO THESE 1:1’s?
(4) What can I delegate?
(3) How do I give feedback?
(2) Who are my team?
(1) I don’t know what’s expected of me!

THE CHALLENGE
This was a genuine question I had from one exasperated manager once.  “NO you can’t!” 

THE SOLUTION
What you can do however is:
⛄️   Create a system of rewards and incentives. 
⛄️   Have a good balance for individuals and/or team reward and recognition opportunities
⛄️   Consider that not everyone will want public recognition, a simple 1:1 acknowledgement will work too
⛄️   BUT REMEMBER to always include the employees when first setting up anything like this to ensure the reward is actually wanted! – (I once won 12 cuddly turtles during an incentive programme in a contact centre!  12 of them! )

🎄Missed a day?  Catch the all at: https://www.curiouslighthouse.co.uk/blogs 🎄

#CuriousLighthouse
#ManagementDevelopment
#12DayOfManagerSkills

“On the 9th day of Christmas a Manager said to me… 
HOW DO I MANAGE UPWARDS?“

🌟(Sing along to the 12 days of Christmas song!)🌟
…
(8) Why aren’t they listening?
(7) I don’t have time to do this!
(6) Another 4-box model?
(5) DO I REALLY HAVE TO DO THESE 1:1’s?
(4) What can I delegate?
(3) How do I give feedback?
(2) Who are my team?
(1) I don’t know what’s expected of me!

THE CHALLENGE
The term 'manage upwards' is often seen as either manipulative or even cheeky.  But the truth is, sometimes we need our own managers to do things, so we can succeed at doing our things!

THE SOLUTION
⛄️  Be a grown up about it. 
⛄️  If you need something from them, ask them! 
⛄️  Consider the conversation before hand, what will they want to know, what objections might they have, will it cost anything, what impact will it have on your workload etc.
⛄️ Choose your timings carefully and be prepared to be answer more questions

🎄Keep a look out for further days of Christmas to help develop Manager skills!🎄

#CuriousLighthouse
#ManagementDevelopment
#12DayOfManagerSkills

“On the 8th day of Christmas a Manager said to me… 
WHY AREN’T THEY LISTENING?“

🌟(Sing along to the 12 days of Christmas song!)🌟
…
(7) I don’t have time to do this!”
(6) Another 4-box model?
(5) DO I REALLY HAVE TO DO THESE 1:1’s?
(4) What can I delegate?
(3) How do I give feedback?
(2) Who are my team?
(1) I don’t know what’s expected of me!

THE CHALLENGE
Managers often feel their suggestions and comments aren't being taken seriously, either by their team members or by more senior managers.  This is usually because they are simply not using the right language 

THE SOLUTION
⛄️  Consider things from the viewpoint of the person you are communicating with. 
⛄️  Team Members respond better when they know WHY they are being asked to do something. 
⛄️  Senior Managers respond better when they understand the impact to the bigger picture. 
⛄️  Tailor your message to different people for a better result.

🎄Keep a look out for further days of Christmas to help develop Manager skills!🎄

#CuriousLighthouse
#ManagementDevelopment
​#12DayOfManagerSkills

“On the 7th day of Christmas a Manager said to me…
I DON’T HAVE TIME TO DO THIS!”

🌟(Sing along to the 12 days of Christmas song!)🌟
…
(6) Another 4-box model?
(5) DO I REALLY HAVE TO DO THESE 1:1’s?
(4) What can I delegate?
(3) How do I give feedback?
(2) Who are my team?
(1) I don’t know what’s expected of me!

THE CHALLENGE
The problem ISN’T TIME management, it’s TASK management!  When people say, ‘I don’t have time to do this!’ it’s either because they don’t want to do it, or because they haven't found the right solution to their task management problem yet.

THE SOLUTION
If something feels like a chore and you don’t want to do it, you should really look at why.  Is it that you simply don’t know how, or that it goes against something you believe in?

If it’s a case of simply getting organised, check out these options:
⛄️  Agile thinking - sprint runs
⛄️  Kanban - simple column approach
⛄️  …and good old Excel - options to spreadsheet your task till your hearts content. 

The trouble is all this takes time too, so make sure you pick the one that works for you best and master it!

#CuriousLighthouse
#ManagementDevelopment
#12DayOfManagerSkills
​

“On the 6th day of Christmas a Manager said to me… 
ANOTHER 4-BOX MODEL?

🌟(Sing along to the 12 days of Christmas song!)🌟
…
(5) DO I REALLY HAVE TO DO THESE 1:1’s?
(4) What can I delegate?”
(3) How do I give feedback?”
(2) Who are my team?
(1) I don’t know what’s expected of me!”

THE CHALLENGE
4-box models are neat and tidy and help convey possible solution to managers questions.  The issue is there are a lot of them, and it might seem like you have to remember them all to be a great manager!

THE SOLUTION
⛄️  Remember that most training models or theories are there to add consideration to your personal journey NOT to constrain you. 
⛄️  The more you know; the more choice you have in how you deal with something. 
⛄️  Pick the one’s that work for you and ensure you personalise it for each situation and individual.

🎄Keep a look out for further days of Christmas to help develop Manager skills!🎄

#CuriousLighthouse
#ManagementDevelopment
#12DayOfManagerSkills

“On the 5th day of Christmas a Manager said to me…
DO I REALLY HAVE TO DO THESE 1:1’s?

🌟(Sing along to the 12 days of Christmas song!)🌟
…
(4) What can I delegate?”
(3) How do I give feedback?”
(2) Who are my team?
(1) I don’t know what’s expected of me!”

THE CHALLENGE
1:1’s can take time.  Time to schedule, time to prep for, time to run, time to write up etc.  And we all know that one of the biggest enemies of Managers is lack of time, right?

THE SOLUTION
⛄️ One of the key points of 1:1s are to allow team members individual time with their manager to discuss what’s going on for them.  If they feel rushed or like they’re an inconvenience, they simply won’t open up  
⛄️ Find a frequency that works well for you both (Newer team member may benefit from more frequent, structured meetings, while more established members may prefer a more relaxed approach.) 
⛄️ Doing your regular 1:1s will help with any annual review later down the line

REMEMBER ... DO THEM, but do them in a way that works for the you, them and the company!

🎄Keep a look out for further days of Christmas to help develop Manager skills!🎄

#CuriousLighthouse
#ManagementDevelopment
​#12DayOfManagerSkills

“On the 4th day of Christmas a Manager said to me…
WHAT CAN I DELEGATE?”

🌟(Sing along to the 12 days of Christmas song!)🌟
…
(3) How do I give feedback?”
(2) Who are my team?
(1) I don’t know what’s expected of me!”

THE CHALLENGE
Technically, you can delegate anything… the real question is WHY should you delegate it?

THE SOLUTION
⛄️ You can delegate to reduce your own workload …but you can also delegate to increase development opportunities.
⛄️ If you are looking to reduce your own workload ensure it’s not just the sludge you’re passing off, or people will see you as having sloppy shoulders
⛄️ If you are delegating to help develop someone, ensure you’re staggering the skill level, and supporting them in the process so it’s not too much too soon  

🎄Keep a look out for further days of Christmas to help develop Manager skills!🎄

#CuriousLighthouse
#ManagementDevelopment
#12DayOfManagerSkills

“On the 3rd day of Christmas a Manager said to me…
HOW DO I GIVE FEEDBACK?”

🌟(Sing along to the 12 days of Christmas song!)🌟
…
(2nd ) Who are my team?
(1st ) and… I don’t know what’s expected of me!”

THE CHALLENGE
The biggest challenge here is the perception of what feedback is and is not! (and avoiding the feedback sandwich like the plague!)

THE SOLUTION
The best advice I can offer in this short space is to consider your purpose and context! 
 ⛄️  Set the context before you start to enable the other person to understand what it relates to
 ⛄️  Be specific (using vague language like ‘that was great’ or ‘You shouldn’t done that’ are not going to help anyone
 ⛄️  Be very clear on why you want to change or continue


🎄Keep a look out for further days of Christmas to help develop Manager skills! 🎄

#CuriousLighthouse
#ManagementDevelopment
#12DayOfManagerSkills

“On the 2nd day of Christmas a Manager said to me…
WHO ARE MY TEAM?”
​---
(And…  I don’t know what’s expected of me!”)

🎄 (Sing along to the 12 days of Christmas song!)🎄 

THE CHALLENGE 
Undefined reporting line can cause havoc with communication and generally getting things done

THE SOLUTION
​1. Hold meeting with all managers to define split between Technical Management accountability (projects, products etc) and Personal Management accountability (1:1’s, holiday requests, development etc)
2.  Draw up a org chart that represents this
3.Hold meeting with team members to highlight this and how it might work going forwards
4.Review regularly

🎄Keep a look out for further days of Christmas to help develop Manager skills! 🎄 

#CuriousLighthouse 
#ManagementDevelopment 
#12DayOfManagerSkills

“On the 1st day of Christmas a Manager said to me…
I DON'T KNOW WHAT'S EXPECTED OF ME!”  

🎄🌟(Sing along to the 12 days of Christmas song!) 🌟🎄

THE CHALLENGE: 
For smaller fast growing companies, this is usually because they simply haven’t had to think about it before. 

For larger companies it could be down to lack of development planning around the transition from role to role.


THE SOLUTION:
If you're the Manager that needs clarity, take the lead on this.  Approach the/your boss and ask for a conversation to help define your role and what is expected from you.

If you're the boss, take time to consider the key things you want from your line managers and ways you can support them to learn and grow in the role. (Keep it simple, focus on the top 3 things to start with and set milestone review dates to follow up.)

🎄Keep a look out for further days of Christmas to help develop Manager skills! 🎄 

#CuriousLighthouse 
#ManagementDevelopment 
​#12DayOfManagerSkills

As the plethora of perfectly carved pumpkins start to appear on social media, I find myself saying ‘I’m happy for these people, they have creativity, patience and time to spare’..,

But I also find my inner voice saying... ' I bet what they didn't have was a bouncy overexcited 7-year-old wielding a Sharpie and dinner knife in front of them, declaring that the pumpkin only needs half its head, otherwise we wouldn't be able to see the brains falling out!

So we set everything up, get ready to carve, the excitement at fever-pitch and then… he’s loses interest and we end up with slightly quirky, rather than a scary looking pumpkin!   

​I had several options:

1. TRY and coerce my Son into creating a more elegant pumpkin masterpiece
2. LIE and create my own ‘slightly better’ pumpkin and take a photo of him next to it
3. BUY a ready-made carved pumpkin and be vague about its creation

Or…

4. Let him loose (safely!) with his creativity and equipment and see what we end up with!   

Being a manager sometimes means we look at others and judge ourselves against their; results, team, awards etc. But when you’re too busy looking at what others are doing you can miss out on the talents of your own team. 

​So, whether your switching off the lights and pretending you're not at home, or out and about with the Zombies, Witches and Batman, (there's always one dressed as Batman!) have a ‘perfectly’ personal Halloween.

Last week I opened a communications workshop for managers by talking about Honeybees!  Yes, you did read that right… Honeybees!

Honeybee’s have communication nailed.  They locate flowers for nectar and let everyone in the hive know exactly where to find them.  How?  They do a waggle dance!

“If you’re telling me I’ve done something wrong, then at least give me enough information to do it right next time!”

Many Managers struggle with giving real-time feedback.  The concept of praising and correcting a team member in the moment can feel uncomfortable.  More so for ‘Accidental Managers.’  Those who have been promoted to manage a team because they were good at their previous role… which probably involved very little people management at all!

In this article we’ll look at what feedback is and is not, and we’ll also introduce a simple four-part model that you can use for positive and constructive feedback.  Let’s dive in…

“Just because YOU think you’re right, doesn’t actually make you right!”  This was a conversation I heard between two learners during a Management Development workshop I was hosting. 
 
It opened a really interesting discussion about how much some people hold on to their views in order to prove themselves correct.  Even when they start to believe there may be merit in other people’s views.
 
Some of the best Managers I’ve worked with have a talent for being able to step back and take on other people’s opinions.  These Managers also happen to be excellent at conversation and communication.  Coincidence?  I think not!