In any change situation there is going to be better results if there is reliable, valid and timely evidence and feedback. And who has access to that can make a profound difference.
This is what my head told me I was doing!
Brisbane has long history of producing world champion swimmers (Leisel Jones, Keiren Perkins, Hayley Lewis) and many more have trained here. I’m not one of them. I’ve been encouraged and given feedback as I happily churned out a few laps at the University of Queensland pool or perhaps the Centenary Pool. Keep my head down, lengthen my stoke, reach out more, keep my hips higher, increase my kick rate and breath both sides. I worked at everything I was told and there was almost no improvement in my results. I thought doing it harder and getting stronger would help. It didn’t, at least not much! Then something important happened.
Dust off your archives and check out where you’ve been. There can be lost gold.
Over years it’s easy to forget even the really useful things. Then one day you rediscover them and wonder why they disappeared in the first place. Nowhere is this truer than in the corporate world.
New business trends and ideas easily swamp us, seemingly rendering older ideas obsolete. ‘Employee Engagement’ has been a big thing for businesses over the last 10 years. To go with that has been a head-spinning number of ‘models’. Just search ’employee engagement models’ and then click on images. There are hundreds of illustrations of employee engagement models and a quick scan can give a good idea of how diverse the models and language can be. That all points to an idea with some theoretical underpinnings. Some models will be well researched while others will be relying a lot on surface validity (it seems to make sense). However, for this post, it is about what gets forgotten and displaced in this emphasis. For me looking at the engagement literature reminded me of great work done in the 1970’s and 80’s on job design which gets very little or no explicit mention in any of the models. Even the term ‘job design’ sounds so last century … mechanistic, old-fashioned and too slow for this agile, divergent, disruptive, digital age. That is rubbish of course, every job has certain characteristics or a design if you prefer. Regardless, the topic of job design was swamped by four ideas that were believed to mediate motivated performance. 1. The belief that the nature of work was changing; 2. The opportunity for social contact; 3. The person’s actual skill levels and 4. Ambition. If you’re interested then read this 2010 article by Greg R. Oldham and J. Richard Hackman. )
Kate Ceberano in concert has almost nothing to do with this article however you can bet both the wonderful bassist and Kate have had a lot of coaching and performance opportunities. And I just loved their performance and the photo.
Coaching and counselling opportunities have provided both professional highlights and disappointments. Some opportunities were specifically commissioned while others just occurred within or around ongoing consulting work. Early cases that motivated and changed me were mainly the second type and usually when there was sufficient time. The following is one of the earliest I remember well. I was involved in a restructuring initiative and temporarily had line responsibility.
Rod was mid to late twenties in a clerical administrative role working in an investment organisation. He was sharp, sarcastic, wary of the executives and labeled by those executives as disrespectful, rude, lazy etcetera. He was also articulate, insightful, well read and Continue reading