Author: Bob Bannister

Management Skills – Communication.

Bob Bannister
by Bob Bannister on

It is crucial for a manager to be an effective communicator to maintain a productive and harmonious work environment. In this blog post, I will identify the specific qualities that make a manager a good communicator and give real business examples to reinforce these ideas.

  1. Clear and Concise Messaging

A good manager must be able to convey their message clearly and concisely to their team members. This means avoiding the use of jargon or complicated language that may confuse their team. They should also be mindful of their tone and body language to ensure that their message is received positively.

One great example of clear and concise messaging is from Jeff Bezos, CEO of Amazon. In his annual letter to shareholders in 2017, he highlighted the importance of avoiding jargon in communication, stating that “it’s not just a problem in business writing; it’s a problem in any kind of writing. Excessive jargon is a nuisance.” This shows that even the most successful leaders understand the importance of clear communication.

  1. Active Listening

A good manager should also be an active listener, paying attention to their team members and giving them the opportunity to express their thoughts and concerns. This helps to build trust and strengthen the relationship between the manager and their team.

One example of active listening comes from Satya Nadella, CEO of Microsoft. In an interview with CNBC in 2019, he emphasized the importance of listening to his employees, stating that “the key is to listen deeply to what employees are saying.” By doing this, he has been able to improve the work environment at Microsoft and promote a culture of innovation.

  1. Empathy

Empathy is another crucial quality for a manager to possess when communicating with their team. This means understanding the emotions and feelings of their team members and responding in a way that is supportive and compassionate.

One business leader who demonstrates empathy is Mark Zuckerberg, CEO of Facebook. In a 2020 blog post, he addressed the COVID-19 pandemic and the impact it was having on his employees, stating that “I’m hopeful that the steps we’re taking now will help get us to a better place and that we can all look back on this period with pride at how we supported one another.” By acknowledging the difficult situation and showing empathy towards his team, he was able to provide them with the support they needed during a challenging time.

  1. Transparency

Finally, a good manager should be transparent in their communication, sharing information openly and honestly with their team members. This helps to build trust and foster a culture of transparency within the organization.

One example of transparent communication comes from Reed Hastings, CEO of Netflix. In a 2018 letter to shareholders, he discussed the challenges facing the company and how they planned to address them, stating that “We want to have a culture of radical honesty and transparency.” By being transparent with their shareholders, Netflix was able to maintain their trust and continue to grow their business.

By possessing these qualities, a manager can build strong relationships with their team members and create a positive work environment that promotes productivity and innovation. The examples provided by business leaders like Jeff Bezos, Satya Nadella, Mark Zuckerberg, and Reed Hastings demonstrate the importance of these qualities and how they can be applied in real-world situations.

So what is psychological safety?

Bob Bannister
by Bob Bannister on

Psychological safety is a term used to describe the perception of feeling safe to take interpersonal risks within a group or organisation. It is a critical component of high-performing teams and fosters innovation, creativity, and growth. Tim Clarke, an expert in organisational development and change, has identified four stages of psychological safety that teams go through as they develop.

Stage 1: Inclusion Safety

The first stage is Inclusion Safety, where team members feel included and accepted within the group. They believe that their contribution is valued, and they are an integral part of the team. At this stage, team members feel comfortable sharing their opinions and ideas without fear of being rejected or excluded.

To create a culture of inclusion safety, leaders must foster an environment where all team members feel valued and respected. This can be done by encouraging open communication and active listening, promoting diversity and inclusion, and recognising and celebrating individual and team achievements.

Stage 2: Learner Safety

The second stage is Learner Safety, where team members feel safe to learn and grow within the team. They are comfortable with taking risks, making mistakes, and experimenting with new ideas. They believe that their failures are opportunities for learning and growth, and they are not afraid to seek feedback and constructive criticism.

To create a culture of learner safety, leaders must encourage continuous learning and development, provide opportunities for growth and development, and promote a growth mindset. They must also encourage team members to take calculated risks and experiment with new ideas, while providing support and guidance along the way.

Stage 3: Contributor Safety

The third stage is Contributor Safety, where team members feel safe to contribute their unique skills and expertise to the team. They feel confident in their abilities and believe that their contributions are essential to the team’s success. At this stage, team members are willing to take on new challenges and responsibilities and are committed to the team’s goals.

To create a culture of contributor safety, leaders must provide opportunities for team members to use their skills and expertise, encourage autonomy and ownership, and recognise and reward individual and team contributions. They must also foster a culture of trust and transparency, where team members feel comfortable sharing their ideas and opinions.

Stage 4: Challenger Safety

The final stage is Challenger Safety, where team members feel safe to challenge the status quo and push boundaries within the team. They are comfortable with questioning assumptions, challenging existing processes and systems, and advocating for change. At this stage, team members are committed to continuous improvement and are not afraid to take bold and innovative steps.

To create a culture of challenger safety, leaders must encourage and support experimentation and innovation, reward risk-taking and creativity, and promote a culture of continuous improvement. They must also foster a culture of psychological safety, where team members feel comfortable challenging existing norms and advocating for change without fear of retribution.

Respect and permission

Respect and permission levels are crucial in achieving Challenger Safety within a team. This stage requires team members to feel safe to challenge existing processes, systems, and norms without fear of retribution or punishment. To achieve this level of safety, team members must respect one another’s opinions and ideas and have the permission to speak up and challenge the status quo.

Respect is essential because it creates a culture of trust and openness where team members feel comfortable sharing their thoughts and ideas without fear of judgment or ridicule. Leaders must promote a culture of respect by modelling respectful behaviour, creating an environment where everyone’s voice is heard, and addressing any disrespectful behaviour immediately.

Permission levels are equally important because they allow team members to feel empowered to speak up and challenge existing processes and systems. Leaders must provide clear guidelines on what is acceptable behaviour and encourage team members to take calculated risks and try new things. They must also provide support and resources to help team members navigate the challenges that come with challenging the status quo.

Leaders must create an environment where team members feel respected, empowered, and supported to challenge existing processes and systems without fear of retribution. By fostering a culture of psychological safety that includes respect and permission levels, teams can achieve high levels of performance and innovation.

Psychological safety is a critical component of high-functioning teams, and Tim Clarke’s four stages of psychological safety provide a framework for understanding how teams develop and progress towards a culture of psychological safety. By fostering a culture of inclusion safety, learner safety, contributor safety, and challenger safety, leaders can create a team environment where team members feel valued, supported, and empowered to take risks, learn, grow, and innovate.

One small thing that can have a MASSIVE impact on your people management skills!

Bob Bannister
by Bob Bannister on

Managing people can be a daunting task, and it can often feel overwhelming to keep track of everyone’s needs and preferences. However, there is one small thing that can have a massive impact on your people management skills and it’s simply this;  listen first and then speak!

True listening is the act of fully concentrating on what the other person is saying, both verbally and non-verbally. It involves paying attention to the speaker’s words, tone of voice, body language, and emotions. By deep listening to your employees, you can gain a better understanding of their needs and concerns, and you can respond to them more effectively.

Here are a few ways that active listening can improve your people management skills:

  1. Builds trust and rapport: When you really listen to your employees, they feel valued and respected. They are more likely to open up to you and share their thoughts and feelings, which can help build trust and rapport between you.
  2. Increases empathy: Really listening requires you to put yourself in your employees’ shoes and see things from their perspective. This can help you develop a greater sense of empathy, which can improve your ability to understand and connect with your employees.
  3. Improves problem-solving: By really listening to your employees, you can gain a better understanding of the issues they are facing. This can help you identify potential solutions and work collaboratively with your employees to address the problem.
  4. Reduces misunderstandings: When you really listen to your employees, you are less likely to misunderstand their intentions or motivations. This can help prevent conflicts and misunderstandings in the workplace.

This should be the easiest management technique in the book, but honestly, it’s practiced so infrequently.  It doesn’t really need anything more complicated than keeping your mouth shut for longer!  Focus on the speaker and avoid distractions and give the speaker your full attention.   Try it, it will pay dividends.  

Getting the best out of online breakout rooms…

Bob Bannister
by Bob Bannister on

While online meetings provide a convenient way to connect with colleagues and clients, they can also be challenging in terms of engagement and retention. In this blog post, we will explore specifically how to improve engagement in online meetings through the effective use of breakout rooms.  

One of the significant challenges of online meetings is keeping participants engaged and attentive. It can be easy to lose focus when attending a meeting remotely, especially if you are working in a distracting environment. However, there is a technique that can significantly improve online meeting retention and engagement: breakout rooms.

Breakout rooms are a feature available in many online meeting platforms that allow participants to split into smaller groups for discussions. Breakout rooms can be used for brainstorming sessions, problem-solving, or team-building activities. By splitting participants into smaller groups, it creates a more intimate and engaging environment, encouraging more active participation and fostering collaboration.

To make the most of breakout rooms, it is essential to set clear objectives and guidelines for the discussion. Ensure that each group has a specific task to accomplish or a particular topic to discuss. Assign a moderator to each group to keep the discussion on track and ensure that everyone has a chance to contribute.

From our experience, here are some good principles for running breakouts.  

  1. Clear Instructions: Provide clear and concise instructions on what participants should do in the breakout room. Make sure they understand the goal and outcome of the activity.
  2. Time Bound: Set a specific time limit for the breakout room activity. This helps to keep participants focused and gives them a sense of urgency.
  3. Small Groups: Keep the groups small, ideally no more than 4-5 participants, to ensure everyone has an opportunity to contribute.
  4. Icebreakers: Start the breakout room activity with an icebreaker or warm-up question to help participants get to know each other better.
  5. Variety of Activities: Use a variety of activities such as brainstorming, problem-solving, or role-playing to keep the activity interesting and engaging.
  6. Visuals: Use visuals such as slides or videos to support the activity and keep participants engaged.
  7. Feedback: Provide feedback on the breakout room activity, highlighting key insights and ideas generated by participants.
  8. Rotate Groups: If possible, rotate participants through different breakout room groups to allow for new perspectives and to keep the activity fresh.
  9. Follow-up: Follow up with participants after the breakout room activity to reinforce key learnings and ensure they understand how the activity relates to the overall meeting objective.

The impact of stereotype threat on this racing driver!

Bob Bannister
by Bob Bannister on

Once a month for seven months throughout the season you will find me strapped into my little race car sitting on the grid of some UK race circuit.  As I sit there, waiting for the red lights to go out and the grid to erupt into a noisy jostling of wing-mirrors as we descend on the first corner, my performance is in fact in danger of succumbing to stereo type threat!  Yes really.  I am one of the oldest drivers on a significantly younger grid, and I feel the pressure of that.  These youngsters (all around me) somehow have a different fear threshold, and typically older drivers do not perform as well against them.

Claude Steele’s work on stereotype threat is something that is helping me to conquer that mental challenge and increase my race competitiveness.

Claude Steele’s stereotype threat theory is a concept that explores how the fear of confirming negative stereotypes about a particular social group can affect their performance in academic or intellectual tasks. This theory is relevant in a society where people belong to diverse social groups and face unique challenges based on their identity. In this article, we will explore what stereotype threat is, how it affects people’s performance, and what can be done to mitigate its effects.

Stereotype threat is the fear of confirming negative stereotypes about a particular social group. It occurs when individuals are aware of the negative stereotype that exists about their group, and they worry that they might confirm it. For instance, women might worry about confirming the stereotype that they are not good at math, or black students might fear that they will confirm the stereotype that they are not intelligent. When individuals are under stereotype threat, they become anxious, and their performance declines.

Claude Steele’s research on stereotype threat began in the 1990s when he was a professor at Stanford University. In his research, Steele found that stereotype threat can significantly affect people’s performance in academic or intellectual tasks. For example, in one study, Steele and his colleagues found that black students performed worse than white students on a standardized test when they were told that the test was designed to measure their intellectual abilities. However, when the same test was presented as a problem-solving exercise, without any reference to intelligence, the performance gap disappeared.

Steele’s research shows that stereotype threat can affect people’s performance by creating anxiety and reducing their confidence. When individuals are under stereotype threat, they worry that their performance will confirm the negative stereotype about their group, which leads to anxiety and reduced confidence. This anxiety and reduced confidence can affect their ability to focus and perform well in the task at hand.

To mitigate the effects of stereotype threat, Steele suggests that individuals should be reminded of their competence before engaging in an academic or intellectual task. For example, if women are reminded that they have performed well in math in the past, they are less likely to be affected by the stereotype threat. Similarly, if black students are reminded of their intelligence before taking a test, they are less likely to be affected by the stereotype threat. This intervention is known as “wise interventions” and has been shown to be effective in reducing the effects of stereotype threat.

In conclusion, Claude Steele’s stereotype threat theory is an important concept that explores how negative stereotypes about a particular social group can affect their performance in academic or intellectual tasks. Stereotype threat creates anxiety and reduces confidence, which can affect people’s ability to focus and perform well in the task at hand. However, by reminding individuals of their competence before engaging in a task, it is possible to mitigate the effects of stereotype threat. This theory is relevant in a society that values diversity and inclusivity, and it highlights the need to create environments that are free from negative stereotypes and biases.

Getting to why…

Bob Bannister
by Bob Bannister on

Simon Sinek is a well-known author, speaker, and marketing consultant, who is best known for his book “Start With Why”. In this book, Sinek introduces the concept of the Golden Circle, a simple framework that helps individuals and organisations identify their core purpose, or their “why”. By starting with why, Sinek argues, we can inspire and motivate others to take action and achieve great things.

But getting to why is often easier said than done. Many of us struggle to identify our true purpose or passion, and we may feel lost or unmotivated as a result. In this post, we’ll explore some techniques that can help you get to why and discover your true purpose.

  1. Start with introspection The first step in getting to why is to look inward. Take some time to reflect on your own values, passions, and strengths. What drives you? What are you good at? What makes you feel fulfilled? Write down your thoughts in a journal or notebook, and try to be as honest and introspective as possible.
  2. Identify your mission Once you’ve done some introspection, it’s time to start thinking about your mission. What problem do you want to solve? What change do you want to create in the world? Think about what you’re passionate about and how you can use your skills and talents to make a difference. Write down your mission statement and keep it somewhere you can see it every day.
  3. Seek feedback from others Getting an outside perspective can be incredibly helpful in identifying your why. Ask friends, family members, or colleagues to share their thoughts on your strengths, weaknesses, and passions. Ask them what they think you’re good at and what they think you could improve on. This feedback can help you gain a better understanding of yourself and your purpose.
  4. Look for patterns As you reflect on your own passions and seek feedback from others, look for patterns or themes that emerge. What do people consistently praise you for? What activities or hobbies bring you the most joy? These patterns can help you identify your core purpose and what drives you.
  5. Experiment and iterate Finally, it’s important to remember that discovering your why is a journey, not a destination. You may need to experiment with different roles, projects, or hobbies to discover what truly excites and motivates you. Don’t be afraid to try new things and iterate as you go. Your why may evolve and change over time, and that’s okay.

In conclusion, getting to why is a powerful tool that can help you discover your purpose and inspire others to take action. By starting with introspection, identifying your mission, seeking feedback, looking for patterns, and experimenting and iterating, you can uncover your true passion and create a fulfilling and meaningful life.

Understanding the tenets of inclusive leadership.

Bob Bannister
by Bob Bannister on

Inclusive leadership is a leadership style that promotes diversity, equity, and inclusion in the workplace. It requires leaders to actively seek out and value different perspectives and experiences, creating a culture where all employees feel valued and included. Here I will discuss the key characteristics of inclusive leadership and why it is essential for organisational success.

  1. Empathy

Empathy is the ability to understand and share the feelings of others. Inclusive leaders have a deep understanding of their employees’ experiences and perspectives, and they actively work to create a culture where everyone feels heard and valued. They take the time to listen and understand the unique challenges that different employees face and use this knowledge to make informed decisions.

  1. Authenticity

Authenticity is about being true to oneself and leading with integrity. Inclusive leaders are genuine and transparent in their interactions with employees, which helps to build trust and credibility. They are comfortable admitting their mistakes and are open to feedback, which helps to create a culture of continuous improvement.

  1. Humility

Humility is the ability to recognise one’s limitations and weaknesses. Inclusive leaders understand that they do not have all the answers and are open to learning from others. They encourage collaboration and teamwork, and they are not afraid to ask for help when they need it.

  1. Courage

Courage is the willingness to take risks and speak up for what is right. Inclusive leaders have the courage to challenge the status quo and advocate for their employees. They are not afraid to have difficult conversations and address issues of discrimination or bias in the workplace.

  1. Commitment

Commitment is the dedication to achieving a goal or objective. Inclusive leaders are committed to creating a culture of diversity, equity, and inclusion in the workplace. They invest time and resources in developing staff understanding and behaviour,  to ensure that all employees have equal opportunities to succeed.

  1. Accountability

Accountability is taking responsibility for one’s actions and decisions. Inclusive leaders hold themselves and their teams accountable for creating a culture of inclusion. They set clear expectations and goals, provide feedback and support, and measure progress to ensure that they are making progress towards their objectives.

Inclusive leadership is not about forcing the same world views on everyone, that in fact would reduce diversity.  It is instead about building awareness of differences, being cognisant of unhelpful bias and living peacefully with those around about us to bring about an inclusive environment where everyone can prosper.

Effective Collaboration: Achieving More Together Than Alone.

Bob Bannister
by Bob Bannister on

Collaboration is an essential component of any successful team or organisation. It allows individuals to work together to achieve a common goal, share resources, and create a culture of trust and openness. Collaboration is not just about working together, but it’s about bringing unique perspectives, ideas, and expertise to the table to create a solution that is greater than the sum of its parts.

Collaboration vs. Compromise

Collaboration is often confused with compromise, but the two are different. Compromise involves each party giving up something to reach a middle ground. Collaboration, on the other hand, involves building on each other’s strengths and using those strengths to find a solution that is better than any individual solution. Collaboration allows for creative problem-solving that is more effective than compromising because it allows each person to contribute their expertise to the solution.

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Effective Collaboration Techniques

Here are some effective collaboration techniques to help teams work together effectively:

  1. Establish clear goals and expectations: It’s important to have a shared understanding of the objectives, goals, and expectations of the collaboration. This helps everyone to stay focused and working towards the same end goal.
  2. Communicate openly and regularly: Effective communication is essential to collaboration. It’s important to communicate regularly and openly to ensure that everyone is on the same page and that any challenges or concerns are addressed in a timely manner.
  3. Define roles and responsibilities: Each team member should have a clear understanding of their role and responsibilities within the collaboration. This helps to ensure that everyone is working towards the same goal and that there is no confusion about who is responsible for what.
  4. Encourage creativity and innovation: Collaboration thrives on creativity and innovation. Encourage team members to think outside the box and come up with unique solutions to problems.
  5. Foster a culture of trust and respect: Collaboration is most effective when there is a culture of trust and respect within the team. This allows team members to feel comfortable sharing their ideas and opinions without fear of judgment or reprisal.
  6. Use technology to facilitate collaboration: Technology can be a great tool to facilitate collaboration, particularly when team members are located in different locations. Tools such as video conferencing, chat apps, and project management software can help to keep everyone connected and working together effectively.

Conclusion

Effective collaboration is essential to achieving success in any team or organisation. By establishing clear goals and expectations, communicating openly and regularly, defining roles and responsibilities, encouraging creativity and innovation, fostering a culture of trust and respect, and using technology to facilitate collaboration, teams can work together to achieve great things. Collaboration is not just about working together, it’s about achieving more together than you could alone.

5 skills every manager should work at.

Bob Bannister
by Bob Bannister on

As a manager, it’s crucial to have a variety of skills in order to effectively lead and motivate your team. While the specific skills required may vary depending on the industry, there are some key skills that every manager should possess. In this blog post, we’ll take a closer look at five skills every manager should have and provide academic references to support our key findings.

  1. Communication Skills

Communication is an essential skill for any manager, as it enables them to effectively communicate with their team, clients, and stakeholders. Managers should be able to communicate clearly and concisely, both verbally and in writing, and should be able to actively listen to their team members. Effective communication skills can help to build trust, resolve conflicts, and create a positive work environment.

According to a study by Harvard Business Review, effective communication is one of the most important skills for a manager to possess. The study found that managers who communicate effectively are more likely to be successful in their roles and have higher job satisfaction levels (Laloux, 2014).

  1. Leadership Skills

Leadership is another essential skill for managers, as it enables them to inspire and motivate their team to achieve their goals. A good leader should be able to set a clear direction for their team, provide guidance and support, and foster a culture of innovation and continuous improvement.

A study by the Center for Creative Leadership found that effective leadership is one of the most important factors in creating a high-performing team. The study found that leaders who are able to inspire and motivate their team are more likely to achieve success and create a positive work environment (Center for Creative Leadership, 2017).

  1. Problem-Solving Skills

Managers should also possess strong problem-solving skills, as they are often called upon to identify and resolve issues that arise within their team or organization. A good manager should be able to analyze complex problems, identify potential solutions, and make sound decisions based on available data.

A study by the Society for Human Resource Management found that problem-solving skills are one of the top competencies required for a successful manager. The study found that managers who are able to effectively solve problems are more likely to be successful in their roles and create a positive work environment (Society for Human Resource Management, 2018).

  1. Time Management Skills

Time management is a critical skill for managers, as they are often responsible for juggling multiple tasks and priorities. A good manager should be able to prioritize tasks, manage their time effectively, and delegate tasks as needed to ensure that deadlines are met.

A study by the Journal of Business and Psychology found that time management skills are essential for managers to be successful. The study found that managers who are able to effectively manage their time are more likely to achieve their goals and create a positive work environment (Eby et al., 2003).

  1. Emotional Intelligence

Emotional intelligence is the ability to understand and manage one’s own emotions, as well as the emotions of others. Managers with high emotional intelligence are able to build strong relationships with their team members, resolve conflicts effectively, and create a positive work environment.

A study by the Journal of Leadership and Organizational Studies found that emotional intelligence is one of the key factors in effective leadership. The study found that managers with high emotional intelligence are more likely to be successful in their roles and create a positive work environment (Harms & Crede, 2010).

In conclusion, every manager should possess a variety of skills in order to effectively lead and motivate their team. Communication, leadership, problem-solving, time management, and emotional intelligence are all essential skills for a successful manager to possess. By developing these skills, managers can create a positive work environment, achieve their goals, and help their team to succeed.

References: Center for Creative Leadership. (2017). The role

The three big things to make presentations more engaging.

Bob Bannister
by Bob Bannister on

As a presenter, it’s important to have advanced presentation skills that can captivate and engage your audience. While some people may have a natural talent for presenting, it’s a skill that can be developed and improved with practice. In this post, we will discuss three areas that presenters should work on to increase presentation engagement.

  1. Storytelling One of the most effective ways to engage your audience is through storytelling. A well-crafted story can capture your audience’s attention, create an emotional connection, and make your message more memorable. When telling a story, it’s important to use vivid and descriptive language that paints a picture in your audience’s mind. Use anecdotes, metaphors, and examples to illustrate your point and make it more relatable. To be an effective storyteller, practice your pacing, tone, and delivery to keep your audience engaged throughout your presentation.
  2. Body Language Body language is a crucial part of effective communication. As a presenter, your body language can convey confidence, enthusiasm, and credibility. Avoid fidgeting, slouching, or crossing your arms, as these gestures can signal nervousness or disinterest. Instead, use open and relaxed gestures to signal engagement and confidence. Maintain eye contact with your audience and use facial expressions to convey emotion and emphasize key points. Remember that your body language should be in sync with your message to create a more powerful impact.
  3. Visual Aids Visual aids such as slides, videos, or infographics can enhance your presentation and make it more engaging. However, it’s important to use them sparingly and strategically. Avoid using too much text or complex graphics that can overwhelm your audience. Instead, use images, charts, and graphs to illustrate your points and make them more memorable. Make sure that your visual aids are high-quality, easy to read, and visually appealing. Don’t rely too much on your visual aids, but use them to supplement and enhance your message.

By mastering these skills, you can create more impactful and memorable presentations that captivate your audience and leave a lasting impression. Remember to practice, prepare, and be yourself, and you’ll be well on your way to becoming an advanced presenter.

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