Author: Bob Bannister

Supporting your executives through coaching

Bob Bannister
by Bob Bannister on

Let’s face it, if you’ve reached any kind of executive level within an organisation, you can’t be too bad at what you do!   It’s also probably true to say that over the years you’ve had your fair share of management training.  You’ve seen the different models come and go, you’ve adopted some, adapted others and thrown out those that haven’t worked, and finally you’ve settled into the stylistic groove that has worked best for you.  

That’s all good, but it can leave a bit of an unknown concerning the next step of learning, what I might call the next ‘development frontier’.  What can you teach the person who’s been there, done it, delivered it, and all with a modicum of genuine success?  

Well, step forward coaching!  Coaching is the frequent intervention of choice for executives, because it is so utterly suited too scenarios where the individual is already very competent at what they do.  Coaching is the tool that can help your executives understand the next development frontier, and then aid them on the journey towards achieving it.  The gains are very real and utterly tangible. See our blog post ‘How coaching can help your organisation thrive’ for some amazing statistics on how coaching benefits people and organisations. 

In this world where execs have to constantly navigated change, their ongoing development is just as crucial as the least experienced member of your organisation.  Really!  If your top team members are stagnating, then the organisation will soon follow.  There are constant forces for change at work in the world that mean standing still will always result in going backwards!  Rather like the leaning tower of Pisa that had to have years of expensive work to underpin its foundations in order stop if becoming the Pisa pile of rubble, exec’s that stand still find the forces at work around them results in them getting left behind.  Staying developmentally fit is up there with staying physically fit, it tones capability for the ever changing demands of the world we operate in.  

As learning professionals we need to remove the barriers to exec development.  I’ve often seen senior managers and leaders criticised by their workforce for being stuck in the ways, being ‘old school’ or not listening to their direct reports.  That will not always be the case, but some execs really do need some developmental support and they are not getting it!  I’ve been running an extensive management development programme with a client recently that’s targeted supervisory, middle management and senior management groups, yet one of the senior execs hasn’t attended.  I think for some experienced seniors, the prospect of attending ‘training’ with the team simply doesn’t ring their bell.  In these situations we find that coaching is a much more acceptable route.  Of course the coachee needs to understand what coaching is and be receptive to the intervention, but often they become strong advocates once they’ve got their heads around it and experienced the benefits it brings them.  

Our post ‘How to prepare to be coached’ takes you through a simple the journey that will get the most out of coaching if followed.  

How many of your organisations executives have coaches?  It’s a good challenge to ask yourself this.  Are you ensuring exec growth in the same way that you are working at growing the skills and competencies of the team below?  These senior individuals are arguably amongst the most influential in the way the organisation will progress.  Finding great coaches for them should be a real priority for us all.  

How coaching can help your organisation thrive

Bob Bannister
by Bob Bannister on

Engaging in a coaching for your organisation can seem a little daunting, if not a little expensive. Most organisations development budget needs to deliver some level of volume, you’ve got a significant population to reach out too, so the obvious route is to focus on approaches that maximises the cohort size per pound or dollar spent. This means taking the leap into one to one coaching sessions can be a difficult sell, that is until you begin to get your mind around the wealth of evidence that supports coaching as one of the most impactful learning intervention mechanisms available.

72% Gain in goal achievement!

Almost any body can get through their career without coaching, but the potential for lost opportunity can be very large indeed. The university of Sydney is amongst many that advocate extreme value is achievable through coaching. Using short term executive coaching, defined as 4 sessions over 8 to 10 weeks, they found a massive 72% increase in goal achievement. Their control groups only achieved a 10% increase in goal achievement over the same periods. This is incredible! It’s a huge difference, brought about by the interventions of a coach. Imagine the difference that kind of goal focused gain can make to your organisation. It’s transformational, it’s a whole different league of performance.

But the evident benefits don’t stop there. In the same research they found that whilst the focus of the coaching was on goal achievement, there was also clear evidence of psychological benefits. Pre and post coaching analysis suggested that:

  • Depression reduced by 60%,
  • anxiety reduced by 66%,
  • stress reduced by 39% and
  • quality of life increased by 45%.

Add these amazing wins to the 72% increase in goal achievement and you have to ask, ‘why wouldn’t you using coaching within your organisation’.

If we want our organisations to thrive both in performance and wellbeing, then coaching is likely to deliver more than any other development intervention. It really is a no brainer! Couple this with some innovative coaching approaches and you suddenly find the fear of ‘costs being too high’ evaporates very quickly. In our experience there are many ways to ensure value in coaching. Even something simple like using group coaching sessions for intact teams can deliver astonishing returns on investment from your Development budget. Gone are the days when we might have said “Coaching, nah, that’s too expensive” the question today is where you can afford not to be supporting your organisations with coaching?

A quick conversation can help clarify which innovative coaching approaches would suit your situations and enable you to provide coaching as a significant contribution towards making your organisation truly thrive.

 

Bob Bannister

Ships Captain

Hybrid (is not) working

Bob Bannister
by Bob Bannister on

On January the 7th 2022 Camilla Cavendish wrote an article in the UK Financial Times entitled ‘It’s time to admit that hybrid is not working.’  It makes the case that CEO’s maybe tiptoeing around the return to work question, while the balance of focus on staff wellbeing has overcome the imperative for organisation or even customer wellbeing.  It also references a number of more recent studies that propose the early gains seen in productivity during various lockdowns, has now been replaced with evidence suggesting a decline.  A range between 5% and 30% reduction in productivity is suggested.  

Other commentators are also starting to emerge, raising their heads above the parapet and challenging the value of hybrid working.  Sir John Timpson of the Timpson high street retailer is on record as suggesting firms that embrace hybrid working will be at a ‘competitive disadvantage’.  This for me will become the final arbiter.  It’s feasible that we may in the future find colocated organisations beginning to outperform hybrid or remote working organisations.  If that’s the case then I suspect competitive pressure will start to facilitate a new discussion as to hybrid working efficacy.  No one likes the idea that we pamper to presenteeism, but if clear performance differentiators start to be realised between colocated and geographically spread teams then that is likely to become a strong case for reverting back to traditional ways.  

I’m missing Wilson!

Another factor worth considering is the reality that we are social beings.  Even Tom Hanks in Castaway needed a friend; in the film this role was skilfully played by Wilson the basket ball!  This is a classic Maslovian phenomena, one of our base needs is social interaction with others.  There is therefore a strong argument that proposes the longer we are working in isolation, the more co-location may appeal.  Despite the challenges of a commute, many of us enjoyed the cut and thrust of a day interacting with others.  People at the station, the receptionist on arrival, colleagues during meetings, the shop assistant at the sandwich shop etc.  There is already a growing level of discontent being voiced around constant Zooms that eat up your time and fail to deliver on the human interaction that (for many) we actually enjoy.  For many there is something pleasurable about the work community.  

The best emerging hybrid working model

So is it time we accept hybrid is not working?  Well, I would suggest not just yet.  

We are still in our infancy, we are still working out what models best fit our organisational needs and some good ideas are already rising to the top.  In this post we talk about some of the emerging hybrid models, but a new one being rolled out by the clever people at San Jose State University is a very well thought through solution which deals with at least some of the challenges we’ve discussed.  

They have implemented a weekly pattern model that looks like this:

  • Everyone is in on Tuesday & Wednesday.
  • No one is in on Friday.
  • Then everyone selects one day to be in the office from Monday and Thursday.

I like this.  It’s clever approach.  Specifically by having set ‘in days’ you eliminate the potential of commuting in, to find you spend the day on zoom / teams calls, plus you get to interact with the whole organisation face to face.  There’s some flexibility and some structure, I could see variations of this approach becoming a good solution that prolongs the life of hybrid.

Bob Bannister

Ships Captain

How big is your romi?

Bob Bannister
by Bob Bannister on

How big is your what?  Your Romi – that’s your ‘return on meeting investment’ of course!  Yes, that really is a thing.  It’s a value indicator of the combined salaries of the meeting attendees for the meeting duration, less an estimation of the value generated via that meeting.  

The concept is good in theory, problematic in practice; because attendees are unlikely to be happy about sharing salary information with their colleagues.  That aside, it’s not a bad thing to have in mind when planning, inviting and holding any meeting.  Especially in the light of a recent survey published by the meeting collaboration people at Slido.  

In this 2021 survey people were asked about what they got up to during online meetings.  The results were quite alarming!  Here are the headlines:

  • 57% of people actively multitask during the meeting. 
  • 49% spend their time daydreaming! 
  • 48% said that they lose track, 
  • 44% suggested that they became demotivated, and
  • 42% confessed that they take a look at the news or social media.

That’s an astonishingly large level of disengagement!  

We really need to deal with this as managers, especially as we move into the continued world of hybrid working.  These findings correlate with our research published in the blog post ‘So would you turn up at a meeting with a paper bag over your head?’.  We discovered that people ‘off cam’ voluntarily contribute a massive 84% less than those on cam in our training workshops.  

All these factors add up to the probability that ROMI is currently very inefficient.  So what should you do about this?  Here are four simple ideas that can transform ROMI:

  • Review, and review again who is attending the meeting; ensure that you only include those who have a tangible purpose to be there.  
  • We’ve said it before, but we really do have to get people on camera for the entire duration of the meeting.  If there are technical barriers to this then sort them as a priority.  
  • Use online tools to aid decision making, bringing voting mechanisms into your meeting on a regular basis.  
  • Keep the conversation super focused.  I’m actually a fan of having single meeting purpose and assigning a duration to that.  ie. ‘Today we are looking to agree the next two project steps, and we have 40 minutes to achieve this’. 

As an aside, the same study suggested that 62% of home workers think their manager needs training to get the best out of remote team meetings.  So let’s pick up the challenge guys.  Waste is waste, so we need to focus on making meetings in the virtual world count for something.  In the final analysis I’d suggest that both your team members and your boss, will be thanking you for your efforts in make meetings deliver on the investment.  

Bob Bannister

Ships Captain.  

What are the two big differences between ‘hybrid’ and ‘remote’ working?

Bob Bannister
by Bob Bannister on

Much of the narrative around digital working seems to have taken a shift away from ‘Remote’ towards the term ‘Hybrid’.  Many clients we are speaking with are expecting, even planning, to continue their post covid experiment by having some kind of mixed working arrangement in the future.  The buzz has definitely shifted from talking about remote to the idea of Hybrid working.  Lots of people are using this language, but there is often a good bit of confusion about the practical operational and management differences.  

So here are the two big differences between fully remote working and a mixed hybrid arrangement.  

  1. Ensuring parity of communication

Hybrid working is more akin to remote working BC (before covid).  Think back; it used to be the case that many remote workers were part of teams that also had a workplace presence.  In essence this was a hybrid model.  There might be more subtle differences depending on the new model that is being adopted, but the lessons of BC remote working still apply.  Namely, that it is very easy to create a two tiered communication experience where those in the workplace get a different quality of connection to the manager (and org) compared to the dispersed team members.  A practical example of this would be ‘a meeting called in the office involving a number of the located team, plus a series of online team members connecting via the tool of choice’.  The reality is that these two interfaces are considerably different, and the mix of face to face plus online doesn’t work nearly as well as when compared to everyone at their own laptops online.

Managers and teams need to work out these operational differences and decide how they are going to compensate for them.  

2.  Ensuring parity of experience

The second big difference has more to do with managing the inherent culture of a team.  When we co locate we are much more readily able to define our culture.  That’s because culture arises from a number of elements brought about by working in a specific environment together.  Johnson and Scholes cultural web tool suggest that culture is the accumulation of; team folklore or stories, power structures, symbols, organisational structures, control systems, alongside the daily routines and rituals.  

Many of these elements are much more difficult to develop when the team members are in a constant state of changing interconnections and geographic location.  Managers and teams will need to work much harder at facilitating their culture and in particular creating a consistent cultural experience across the whole population.  

In my opinion the move to hybrid working is one of the great plus sides of the pandemic era.  It will take a while for everyone to get used to it and factor in the necessary changes of approach needed.  However there is no reason not to believe that coupled with new future technical innovation, having a mixed spread of office and field working will become the happy norm. 

Bob Bannister

Ships Captain

The old ways are the best ways! 

Bob Bannister
by Bob Bannister on

I’ve recently had the privilege of revisiting some tools and techniques that I first learnt way back in the 1980’s working for a Dupont manufacturing division.  

After world war II the USA sent a working party to Japan to assist in reconstruction following the devastating blows of the two atomic bombs that ended the war in the East.  Amongst that team was a gentleman by the name of Edward Deming.  Deming liked the numbers, he might well have been a blue analytical type of guy, so his focus was very logical, data driven as he worked with a host of Japanese manufacturers to improve quality.  What happened next is well know.  Japan took over the world of manufacturing to become the dominant world provider of everything from washing machines to cars, and they were good!  In fact much better than those products that the West were delivering.  Many old USA and English brands started to suffer and often died; names like Hillman, Triumph, Norton all lost out massively to the awesome quality of Honda, Yamaha and others.  While the West had become lackadaisical with quality, Japanese manufacturing was delivering incredible quality and reliability across sector after sector.

It was the mid 70’s before the West started to take some of it’s own medicine and by the 1980’s many of us within the sector were being trained in TQM (Total Quality Management), a range of tools and techniques that had been developed and refined in the East.  

This past year we’ve been working with a very exciting client (that is a high precision bespoke manufacturer) and we were asked to help develop skills with some of these traditional improvement tools.  Amongst them we included PDCA.  

PDCA is a very simple improvement process that can be used as a planning tool to smoothly implement what we’re doing, and to learn from what we originally set out to do.  Here are each of the stages:

Plan for improvement

At the start of this cycle we begin with some planning, but not only how are we going to do something, but also how could we improve it straight away?  

Some good questions at this stage might include:

  • How will we do what we need to do?  
  • What are the expected outcomes? 
  • What can improve our plan? 
  • How will we capture the good and bad things that happen along the way?  

Do Implement

Simply we follow the plan, but we also deliberately capture the good and bad things that happened along the way.  This is often missing as a proactive step, which limits any ability to review effectively afterwards.  

Check the result and review

Having completed one cycle we can check we might ask:

  • What worked well, what didn’t?
  • How did what actually happened differ from our plan?
  • What lessons can we learn and what actions should we take based on these lessons?

Act to improve

The final stage is to incorporate the lessons learned in what we do next, and the cycle can start over again and again.  

As simple as this process seems, it has stood the test of time and delivers improvement every time.  The beauty of PDCA is also that it can be applied in so many different situations.  Constant incremental improvement is a continuous requirement that stops us going backwards/loosing out to the competition and so it should be a key focus for us all  

Bob Bannister

Ships Captain

Moving from remote to hybrid working – Using a 3rd space!

Bob Bannister
by Bob Bannister on

A phenomena of the covid remote working experiment has been the increasing tendency to cram the diary, removing all possibilities to take a break, process and refresh.  This is resulting in an increase in employee fatigue that needs to be dealt with as we now move into the hybrid working era.  

Back in the office we would have automatically created mini breaks in the day.  Often times they would have occured in conjunction with movement around the building that we work in.  Typically, one meeting would finish and you would take a walk; down a stairwell, across to another building, from the boardroom to the office etc.  These were necessary evils, but we now discover they served a very important purpose.  These little breaks gave us space to process.  Just a few minutes in-between spurts of activity, engagement and contribution, but moments in time that added to our personal wellbeing.  

In the new world we are in distinct danger of feeling increasingly stressed, overwhelmed and fatigued because we no longer have this processing time.  Injecting mini breaks into your hybrid working day are not a ‘nice to have’, but an important element of staying connected, alert, creative and energised.  

Find ways to put those 5 minutes of space back into your working day.  Try and avoid the possibility of going from one to another meeting, without even lifting your bum from your seat.  

Also consider how you might create a longer period of reflection at the end of each day.  

The 3rd Space

Many people have begun introduce a 3rd space into their day.  Typically this occurs at the end of the afternoon as you ‘leave’ work and switch to home.  Simply it’s a way to stop you moving directly from your laptop (professional) to your kitchen sink (domestic) without a pause.  

The 3rd space technique provides some process time in a way rather similar to the old commute used to do.  

To design your 3rd space, think about what you would have done when you used to commute.  Did you listen to the radio, read a book, listen to a podcast, day dream?  Now think about what you are going do, to introduce a third space between work and home life?  It could be as simple as taking 20 minutes to listen to the radio, or replicate your old commute unwind habit.  It may however need you to introduce something new to your routine.  Perhaps you might take a walk around the block, pick up a guitar, pull a few weeds in the garden or something else that you find helpful and enjoyable.  

We are discovering that this micro down time is in fact a substantial contributor to your sense of wellbeing.  Both during the day, but significantly as you transition from professional to homemaker.  It’s an easy thing to introduce and as we extend remote working into hybrid working we should consider the long game and introduce coping strategies like this to ensure our long term capability and health.  

Bob Bannister

Ships Captain. 

No Problem, No Development!

Bob Bannister
by Bob Bannister on

So, what was the last thing you learnt to do?  Chances are, whatever it was, you will have learnt it to solve a problem.  Even those things that are in the realm of hobby or interest, it’s likely you were still solving a problem.  Take for example ‘learning a new language’ there’s a problem, you cant speak that language yet and you want to for any number of reasons.  

I’ve been learning how to weld again, it was once (when I was 20) an embedded skill, but life’s journey moved me a long way from that environment and I’d forgotten the detail; exactly how to set the gas bottle pressures, create a weld pool, progress that pool and manage the addition of a filler rod.  But guess what, I came across a problem that needed solving with some welding.  I’m rebuilding and slightly reimagining an old 1973 motorcycle, I couldn’t do that myself without relearning how to weld.  It’s another example of the truth that is ‘if there’s no problem, there’s no learning’.  

This is an important thing for managers to understand.  Especially within the context of ‘people development’.  A good development check-in needs first to identify the problem that’s to be solved.  Vanilla training solutions that are providing learning ‘just in case you need it’ will never hit the spot and engender true development like a target learning solution that delivers against current evident problems.  

It’s the difference between the two words ‘learning and development’.  We can learn something (knowledge) but we won’t develop skill (action) and become skilful unless we have the experience that a real world problems facilitate.  

Here’s a great way to better understand the problem when discussing development needs with any of your team members.  Ask questions using the SPED framework below.  

Situation…

Open the discussion by talking about the current situation, what is the employee doing right now, what are the targets, goals, objectives tasks on their plate.  

Problem…

Then drop into questions that try to understand the associated difficulties they are facing with those goals.  Ask what the problems are!  

Effect…

The third step is to elevate the need to change and learn something new.  We move the discussion to the impact that those problems are having.  Look to articulate the pain!  How bad is the effect of that problem, how frequent, how significant etc. 

Desire…

Finally move the conversation to explore the desired solution.  What’s needed to correct this problem.  Look to articulate the competence that is lacking.  Be careful to identify if the root cause is indeed a competence deficit or perhaps is an organisational matter.  If it’s the later, it’s not a development need at all!  Once you’ve nailed the competence that they need to develop, explore the many ways that the person could build that skill and become skilful.  This is likely to be a product of experience.  So think about how you might deliver this in any or all of the following ways:

  1. Rich and challenging experiences. 
  2. Opportunities to practice.
  3. Conversations with others. 
  4. Reflection.  

Creating problem solving learning opportunities will escalate the employees adoption.  They will see, feel and understand the need for that new competence, and very often willingly approach the opportunity.  Linking development with a problem is a sure fire way of creating developmental change in your teams.  So do yourself a favour, and be the manager that creates skilful individuals that burst through difficulty to achieve new and greater things.  

Bob Bannister

Ships Captain

Function or performance which needs to come first?

Bob Bannister
by Bob Bannister on

Some things we assume or take for granted turn out to be incredibly complex.  Take the example of a formula one race.  We take it for granted that for 2 hours on a Sunday twenty plus cars will show up and compete for the podium.  Yet when we stop and think about it the amount of things that have got to coincide just to turn up, let alone win consistently, is enormous.  

Without the engine, a modern F1 car has over 30,000 components, you can easily push that towards 50,000 once the power plant is added.  The car alone is incredibly complex, a marriage of engineering, electronics, software, aerodynamics and much more.  

Add to that the significant team that makes it all happen.  We might be mistaken to think this adds up to a few tens of people, the reality (in 2021) is that the big teams will employee over 800 people to deliver and make this all happen!

That’s 800 people that have to come together effectively week after week to build a team that is not only consistent, but is always pushing the limits of possibility.  And then we have the drivers, top athletes that are constantly chased by adoring fans and hungry media presenters, all wanting their slice of the action.  

What then does it take to make all of this happen?  What is it that delivers on this challenge week after week after week?  The answer is high functioning teams.  

In F1 and in many other walks of life, we find that the highest performing teams have this one thing in common.  They are first high functioning.  

Chasing performance alone will never cut it, because (until everything is totally done by robots) we have to factor in humanity.  Those organisations that focus on performance alone, can win, they can achieve the top of their game, but the by-product of that situation is stress, pain, long hours, grief, hard work and often times burn out or exhaustion.  However, those teams that put high function at the heart of what they do, those that recognise the importance of interdependence between every single team member, there by-product becomes performance.  

That performance also comes without much of the pain and grief encountered by focusing on performance alone.  

Our high functioning teams model, developed by Will Karlsen and I, starts to unlock the dormant potential in teams by ensuring that function comes first.  Here are some simple assessment questions to ascertain whether your team is progressing towards high function.  A yes answer is always correct, but a ‘no’ gives you insight into what you may need to work on.  

High Functioning Team Barometer:

  1. The are no activities or areas of independence in the team. 
  2. Collaboration and transaction is held up as equal importance. 
  3. Peers request feedback from one another on a daily basis. 
  4. Peers disclose feelings and emotions to one another on a daily basis. 
  5. Everyone can articulate the collective vision and purpose with brevity and clarity.  
  6. Behavioural development is seen as equal to the development of domain expertise.  
  7. There is unquestionable support for each individual, from each individual. 
  8. There is unquestionable trust between all team members.  

 

Bob Bannister

Ships Captain

Should we manage online meetings in the same way we once managed face to face meetings?

Bob Bannister
by Bob Bannister on

Have we got online meetings correct yet?  My guess is not!  Most of the time we have simply transferred our offline face to face meeting practice into a conferencing tool and ploughed ahead, without rethinking what works best when meeting remotely.  

1.  Create a clearer purpose statement for your meeting.

We advocate making a change to traditional meeting practice when online, introducing a new more virtual way of meeting.  At the heart of this change is the question of ‘meeting purpose clarity’.  When we are remote working we always do well to increase the clarity of what’s expected of each other.  This is always most effective when we simplify any meeting down to one single purpose.  Our research suggest that any meeting will have one or more of the ten following purposes, that fit into two categories:  

Things you want:

  • a decision?
  • to generate ideas?
  • to solve a problem?
  • to build relationship?
  • to learn from the past?

Things you are achieving:

  • getting an update?
  • communicating something?
  • making plans?
  • exploring options?
  • persuading others (including sales)?

Selecting one of these purposes and stating it clearly and singularly in the invite is the first step in creating a better online meeting.

2.  Define a short timescale to be enforced in order to reach your purpose.  

The second step is to define a duration for the meeting.  This needs to be as short as possible, sometimes even as short as 10 or 15 minutes!  Obviously this can be longer if a more complex purpose and when more participants are involved, but you should always aim for as tight a timescale as feasible.  Whatever duration you select, announce this clearly alongside the meeting purpose during your opening sequence.  It can also be helpful to have this displayed on screen to make sure any late arrivals understand even if they didn’t hear it at the beginning.  

To bring this to life, add a simple count down timer to your desktop and share it on screen throughout the meeting.   It’s amazing how this will focus the attention of the participants.  

3.  Use voting to make decisions.  

The third suggestion is to make decision making more definite by introducing voting to the meeting.  The easiest approach is to use the chat facility and have all team members state their preferences nice and clearly.  This however requires you to work out the answer options and articulate them very clearly before holding the vote.  A good way to step this up is to use an online tool that helps facilitate decisions.  If you search you will find many options, one we like a lot is Slido it’s free and straight forward to use (no we are not getting a kick back for mentioning them ;-).  The combined ideas of using a voting system alongside a timer for that decision, can really transform your meeting efficiency.  

Just because it can work, doesn’t mean an old school approach translates brilliantly into the world of virtual meetings.  This is a simple example of how we can change practice online for the better.  Think about other ways you should reinvent your meetings to fit the remote working environment and you will soon start to come up with many improved, more effective ways of working.  

Ships Captain

Bob

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I'm Bob Bannister, owner, and trainer at iManage Performance, the specialists in training for remote workers and managers with over 20 years of experience in this sector.

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