Author: Bob Bannister

What on Earth is Collaboration, if it’s Not Simply Agreeing to Compromise?

Bob Bannister
by Bob Bannister on

Collaboration is a word that gets thrown around a lot these days, but what does it really mean? Many people might think it just means compromising – each person gives a little to reach an agreement. But true collaboration goes much deeper than that. 

Compromise involves each party giving up something they want in order to meet halfway. Collaboration, on the other hand, involves working together to find a solution that fully satisfies everyone’s interests and needs. The focus is on finding a “win-win” rather than a “lose-lose.” 

In compromise, the discussion is about what people are willing to give up. In collaboration, the discussion is about how we can work together to make sure all needs are met. Compromise results in an okay outcome that no one is fully happy with. Collaboration results in creative solutions and outcomes that everyone feels good about.

Some keys to true collaboration:

Focus on shared goals and desired outcomes rather than individual positions. Understand everyone’s interests and motivations:

In compromise, people tend to lock into their individual positions and argue for what they want. Collaboration requires moving beyond these hardened positions to focus on what people are really trying to achieve. 

Start by identifying the shared goals and desired outcomes that everyone can get behind. If you can align on the bigger purpose and objectives, the individual positions become less rigid. 

Also take time to understand where each person is coming from – what interests, needs, and motivations underlie their position. Often when you dig deeper, you find common ground. Different positions can actually be complementary rather than opposed, serving the same fundamental interests. 

For example, one person may take a position that maximising short-term profits is critical. Another person argues that it’s more important to invest in long-term sustainability. By discussing underlying interests, they discover that both are focused on ensuring the company survives and thrives over time. This shared goal and motivation allows them to generate solutions that address both short-term profits and long-term investments.

Taking the time to uncover shared goals, interests and motivations is essential to collaboration. It enables the group to see beyond the superficial positions to find the common ground. This creates space for creativity, cooperation and finding win-wins.

Foster open and honest communication. Create a safe space for all ideas and perspectives. 

Open and honest communication is crucial for collaboration, but it doesn’t happen automatically. People often hold back ideas or gloss over disagreements to avoid conflict. 

True collaboration requires creating an environment where people feel safe to express any perspective or criticism. Group members must be able to share their thinking transparently without fear of judgement.

Some ways to foster open communication:

  • Set ground rules encouraging candid but respectful discussions. Allow debate and dissent, don’t squelch it.
  • Adopt an attitude of curiosity. Ask lots of questions to understand reasoning behind ideas.
  • Don’t take disagreement personally. Focus on content not delivery.
  • Give affirmation and appreciation for people’s contributions, even if you disagree. 
  • Make sure all voices are heard, not just the loudest. Draw out quieter members.
  • Allow time for reflection and processing before decisions. Don’t rush.
  • Keep body language open and encouraging. Avoid crossed arms and other closed postures.
  • Use brainstorming techniques where all ideas are captured without criticism. Build on others’ ideas.
  • Keep the end goal in mind. Different opinions can advance the shared objective.

An environment of psychological safety, where people can speak their minds without fear of embarrassment or retribution, is key. With open communication comes creativity, innovation and collaborative solutions.

Look for new alternatives and possibilities. Creative brainstorming and thinking beyond the obvious.

Collaboration works best when the group gets out of either/or, binary thinking. Often the most powerful solutions come from generating entirely new options, not just choosing between pre-existing ones. 

Set aside time for blue-sky brainstorming where the group can think freely and wildly. Encourage everyone to voice unusual ideas and perspectives. Write down any idea without judging initially. Build on others’ ideas.

Thinking outside the box requires suspending assumptions and taking different angles on the issue:

  • How might we approach this if we had unlimited resources?
  • What solutions might customers or community members come up with? 
  • If we could start from scratch, how might we design this?
  • How have other organisations or fields addressed similar problems? 
  • What underlying constraints or assumptions are we taking for granted?
  • What would a radically different solution look like?

Give people permission to have fun and get creative. Imagining unrealistic or exaggerated scenarios can spark insight. Capture inspiration from outside sources.

Don’t get locked into only what seems practical initially. Stretch your group’s thinking. The most impractical idea might spark a great new direction.

Sometimes the first ideas are too similar to what you’re already doing. Pushing for new alternatives unlocks innovation and leads to powerful collaborative solutions.

Be open and flexible. Willingness to change approaches and find new solutions.

Collaboration requires letting go of ego and being willing to change your mindset. People often get anchored in their initial opinions and advocate stubbornly for their position.

True collaboration involves maintaining an open, flexible mindset. You have to be willing to listen, evolve your thinking and recognise valid points that may cause you to change approaches.

Some tips for flexibility:

  • Don’t be wedded to your original proposal. See it as a starting point rather than the final solution.
  • Be attentive to new information that contradicts your viewpoint. Don’t dismiss it automatically.
  • Periodically summarise and reflect back key points you’re hearing from others. Make sure you understand.
  • Ask yourself “What if my assumptions are wrong?” Consider different premises.
  • Thank people for ideas that expand your perspective, even if you’re not fully on board yet. 
  • Remain calm and thoughtful when people challenge your opinions. Don’t get defensive. 
  • Focus on the best outcome, not defending your ego. Be willing to combine or change your idea.
  • Remember you don’t have to originate every solution. Support improvements from others.
  • Recognise when it’s time to abandon an approach and try something new. Don’t stick to a sinking ship.

Staying nimble and adaptive allows breakthrough solutions to emerge. Letting go of ego makes room for the collective wisdom of the team.

Establish group rapport, trust and respect. Recognise everyone’s contributions.

Collaboration depends on a foundation of strong relationships and team cohesion. People need to feel safe, valued and understood by the group.

Take time upfront for team building activities – this helps break down barriers and establish rapport. Look for common interests and connections outside work. 

Personal relationships foster trust. Share a bit about yourself, your work style and passion for the issues. Admit mistakes and vulnerabilities.

Express genuine interest in each person’s unique background and experience. Recognise the distinct perspective they bring. Draw out introverts.

Make sure everyone has opportunities to contribute meaningfully. Consider individual skills when assigning roles.

Actively listen without judgment. Seek to understand rather than debate. Ask clarifying questions. Paraphrase key points. 

Give affirmation and validation when you see merit in someone’s ideas. Acknowledge good points even when you disagree overall.

Avoid power struggles or forming factions/camps. Don’t allow a few loud voices to dominate. Facilitate equal participation.

Celebrate group achievements. Recognise accomplishments both big and small. Express appreciation frequently.

The human connections enable challenging debates without rupturing relationships. Rapport builds the trust required for risky creative problem solving. 

With mutual understanding and respect, the team can productively collaborate to achieve collective success.

Ensure all voices are heard. Draw out quieter team members.

It’s easy for a few extroverted or outspoken members to dominate discussion in a group. Collaborative solutions require input from every perspective.

Make sure to actively draw out quieter team members. Some ways to help give everyone a voice:

  • Go around the table inviting each person to weigh in on key topics. Don’t let dialogue bounce between just the loudest. 
  • Ask directed questions to hear from less vocal members: “Maria, what are your thoughts on this approach?”
  • Use brainstorming and written exercises so ideas can be captured anonymously. 
  • Break into smaller groups so each person gets more air time. Report back key points.
  • Set ground rules that discourage interrupting or criticising ideas prematurely. 
  • Facilitate discussions to regulate who speaks when. Don’t let a few domineer.
  • Watch for non-verbal cues from less assertive teammates. Draw them out if they appear to want to speak.
  • Ask explicitly for perspectives that seem to be missing from the debate. 
  • Paraphrase quieter members’ remarks to amplify and affirm their contributions.
  • Don’t default to the most charismatic personalities. Prioritise ideas over influence.

Making sure all voices contribute prevents groupthink and leads to better outcomes. Hidden gems often come from the least vocal people in the room. Valuing all voices is key to true collaboration.

Think abundantly. Believe there are enough resources and success to go around.

Collaboration often breaks down when people perceive limited resources or opportunities. An attitude of scarcity leads to competition, protectiveness and distrust. 

Abundant thinking assumes there are enough resources, credit and success to go around. It creates an expansive, generous mindset.

Ways to encourage abundant thinking:

  • View the market as unlimited. More success for others expands the pie for everyone. 
  • Avoid zero-sum mentalities. Don’t fall into “If they win, we lose.”
  • Celebrate wins for other departments or teams. See them as shared success.
  • Focus on achieving collective goals, not competing for limited rewards.
  • Believe ideas are unlimited. We can generate endless creative solutions.
  • Imagine resources expanding, not static. How might we obtain more funding, time, people?
  • Be willing to share materials, data, insights across the organisation. Don’t hoard.
  • Have individuals share recognition for achievements. Highlight group contributions.  
  • Avoid limiting language like “We only have so much budget.” Speak in expansive possibilities.
  • Benchmark success based on the team’s shared goals rather than comparing to others.

Thinking abundantly helps people be more generous, creative and cooperative. It enables truly synergistic collaboration that amplifies outcomes for everyone.

Be willing to reconsider your initial assumptions and ideas. Let go of ego.

We often become attached to our first ideas and assumptions. It’s natural to want to defend our brainchild. However, collaboration requires the humility to recognise your idea may not be the best approach. 

Come to discussions with an open mind, not just advocating for your pre-set position. Be genuinely willing to have your opinion changed through debate and new information.

Ways to reconsider assumptions:

  • Ask others to challenge your assumptions and logic. Don’t be defensive.
  • Periodically summarise the discussion and paraphrase key points. Let others refine or correct your interpretation. 
  • Frequently re-evaluate the goals and desired outcomes in case they need updating.
  • Recognise when people make valid critiques of your ideas. Don’t stubbornly dismiss all feedback.
  • If you find yourself repeatedly explaining the same thing, take a step back. Are you missing something?
  • Consider shelving your preferred solution temporarily to allow completely different ideas to emerge. 
  • Thank colleagues who shift your viewpoint even partially. Build on that momentum.
  • If there are clear signals your idea isn’t gaining traction, don’t force it. Move on.

Letting go of ego enables breakthrough solutions to emerge that no one initially envisioned. You “win” when the team achieves its shared goals in the best possible way.

Conclusions 

True collaboration is not easy. It requires investing time upfront to build trust, rapport and understanding. This lays the foundation for creative problem solving.

Patience is crucial, as uncovering shared interests and generating innovative solutions takes time. It’s important to move past initial positions and assumptions. Deeper breakthroughs emerge through extended, thoughtful dialogue.

Each person must remain actively engaged with an open, collaborative mindset. Avoid retreating into defensiveness or compromise. Keep exploring avenues for shared wins.

Approach debates with curiosity not combativeness. Maintain positive momentum even when disagreements happen. The friction leads to better solutions.

When collaboration succeeds, the results are empowering. People feel heard, valued and respected. Ownership extends far beyond any individual contributions. 

Unique synergies emerge that no one could produce alone. Diversity of thought becomes a superpower. The collective potential is unleashed.

It takes work, but the outcomes make collaboration worth the effort. When people come together creatively, in trust and good faith, they can achieve truly incredible things.

Let’s take the first step – opening our minds. From there, the direction will reveal itself through the combined wisdom in the room. The possibilities are endless.

So are you ready? It’s time to start collaborating, not just compromising. Our shared success awaits!

Ways to Spice Up Your Online Meetings for More Engagement!

Bob Bannister
by Bob Bannister on

Online meetings have become the norm for many teams and organisations over the past few years. While they offer flexibility and convenience, it’s easy for online meetings to become dull and disengaging. Participants may find themselves distracted by other apps, emails or lose focus altogether. 

As a meeting organiser, you play a key role in keeping your online meetings lively, interactive and engaging. Here are some tips to spice up your next online meeting and hold everyone’s attention:

1. Use Visuals and Share Screens

Staring at a grid view of faces on video gets old fast. Integrate visuals, slides, screenshots and videos into your meeting. Share your screen to walk participants through documents, data and presentations. Visuals help focus the discussion and give attendees something interesting to look at.

2. Do Interactive Activities 

Get meeting participants actively involved instead of just sitting and listening. Do quick polls, quizzes, brainstorming sessions or group discussions in breakout rooms. Activities get people engaged, spark new ideas and liven up the atmosphere.

3. Change Up the Video Layout  

Zoom and other platforms allow you to showcase different participants and layouts. Highlight the current speaker, pin key videos, use gallery view and switch things up instead of the same static view. Different views can help keep things visually interesting.

4. Use Annotation and Digital Whiteboards

Collaborative whiteboards and annotation tools allow participants to sketch ideas, circle key points, and contribute visually. Virtual whiteboards bring energy and activity to a meeting as attendees co-create and add their own ideas.

5. Limit Time for Each Agenda Item

Long stretches focused on one topic can make meetings drag. Keep things snappy and fast paced by limiting each agenda item to 7-10 minutes maximum. This focus will keep everyone engaged and attentive.

6. Gamify Discussions or Activities 

Friendly competition and games can encourage participation and connection. During a brainstorm or group discussion, gamify it by giving points for contributions and keeping score. Offer small rewards for winners. 

7. Get Moving with Stretch Breaks

Sitting and staring at a screen gets tiring. Build in 60-90 second stretch or walking breaks every 20-30 minutes. Moving around will refresh attendees and shake up the energy. Offer fun or silly stretch challenges.

8. Play Energising Music

Keep meetings lively by playing upbeat instrumental music during transitions, icebreakers or creative activities. Upbeat tunes create positive energy and get creative juices flowing.

9. Use Fun Virtual Backgrounds 

Encourage attendees to use fun virtual backgrounds like tropical beaches, space themes or even company logos. Themed backgrounds add a dash of whimsy and personality to a meeting.

10. Have a Theme or Dress Code

Themed meetings with a fun dress code help create excitement, connection and energy. Do Hawaiian shirts for a tropical theme, crazy hats or sunglasses for a silly theme. A theme sets a playful tone.

Online meetings don’t have to be boring. With some creative planning and interactive elements, you can keep energy and engagement high. Use these tips to get attendees tuned in, connected and immersed in your next online meeting.

The Power of Critical Thinking for Personal Growth

Bob Bannister
by Bob Bannister on

Critical thinking is the objective analysis and evaluation of an issue in order to form a judgment. It involves asking questions, examining evidence, and considering multiple perspectives. It’s something I’m trying to personally develop more during 2024.  

There are many academic findings on the benefits of critical thinking:

– A 2010 meta-analysis published in the Review of Educational Research looked at 117 studies on critical thinking interventions. It found that training in critical thinking improved cognitive skills and critical thinking dispositions. Participants demonstrated more reasoned decision-making and were better able to recognise logical fallacies.

– A study in the Journal of Nursing Education found that nurses who scored higher on critical thinking assessments made fewer medical errors and were better able to catch mistakes. Critical thinking was correlated with improved clinical outcomes.

– Research in the International Journal of Management Reviews showed that critical thinking was a strong predictor of entrepreneurial success. Entrepreneurs with superior critical thinking were better able to identify opportunities, make strategic decisions, and manage uncertainty.

– A report in Innovative Higher Education found that college students who took a critical thinking course showed significant improvements in information literacy, writing skills, and social awareness compared to their peers. Critical thinking instruction supports overall academic development.

– A paper in the Journal of Adult Development demonstrated that older adults who engaged in short-term critical thinking training saw improvements in cognitive skills like episodic memory, analogical reasoning, and math comprehension. Critical thinking seems to mitigate some cognitive declines.

The academic literature provides compelling evidence that critical thinking allows people to evaluate arguments rationally, make sound judgements, achieve professional success, excel academically, and even maintain cognitive skills into old age. Investing time into developing critical thinking skills results in measurable intellectual benefits.

Developing strong critical thinking skills can lead to tremendous personal growth and success. Here are some steps you can take to implement more critical thinking in your life:

1. Question assumptions. We all have implicit biases and make assumptions. Start noticing when you may be relying on a belief without concrete evidence. Ask yourself “What evidence supports this assumption?” and “Are there counter examples that disprove this?” 

2. Evaluate arguments objectively. When presented with an argument, resist the urge to immediately agree or disagree based on emotion. Instead, break down the reasoning and assess the logic and factual accuracy. Consider if there are any flaws or inconsistencies.

3. Seek different perspectives. Our own experience gives us only one viewpoint. Make an effort to ask people with different backgrounds for their take. Read things written from other cultural standpoints. Weigh each perspective fairly when forming your own opinion.

4. Reserve judgement. Don’t come to quick conclusions without thoroughly investigating an issue. Sit with complexity and resist simplistic explanations. Change your stance as new evidence emerges.

5. Find reliable sources. With the internet, there is a wealth of information available, but also a lot of misinformation. Scrutinise the expertise and motivations of sources when researching. Look for consensus across reliable, independent sources. 

6. Develop introspection. Question your own biases, assumptions, and motivations. Why do you think or feel the way you do? Is it based on evidence or emotion? How might your perspective be skewed by your own experiences?

7. Have an open mind. Be willing to change your beliefs and behaviours based on new reasoned analysis. Don’t dismiss counter arguments without consideration. Think flexibly and actively revise your views.

Implementing critical thinking requires humility and intellectual honesty. But it allows us to overcome limitations in our thinking and make better decisions. With time and practice, it becomes an invaluable tool for achieving clarity, wisdom and personal growth.

Bob Bannister

The Way We Work: Updates on Remote and Hybrid Work Models

Bob Bannister
by Bob Bannister on

The COVID-19 pandemic dramatically changed the way many companies and employees think about remote and hybrid work models. Over two years later, these flexible arrangements are still evolving – what are some of the latest ways organisations are implementing and managing hybrid and remote employees? 

One key trend is that more companies are embracing hybrid work rather than being fully remote or fully back in the office. Surveys show over 75% of company leaders plan to utilise a hybrid model post-pandemic. Hybrid work allows greater flexibility for employees by splitting time between working remotely and in the office. 

Companies implementing hybrid policies are getting creative with how they structure schedules. Some do set days where everyone is expected in the office, such as Tuesdays and Thursdays. Others are leaving it more flexible for employees to choose their in-office days. Perks like free lunch are incentivising voluntary office days. 

The latest best practice is to gather feedback from employees to understand what schedule would maximise engagement, productivity and work/life balance. Companies are conducting surveys and focus groups asking employees when they feel most productive, what environment helps them collaborate best, and what schedule fits their lifestyle needs. Finding the right balance between in-person and virtual collaboration has been a priority. Some key questions organisations are trying to answer are: 

  • What is the optimal mix of in-office and virtual meetings? 
  • How many days a week/month should teams be together? 
  • What medium works best for certain types of collaboration sessions? 

The answers differ across industries, job roles, and even amongst individual employees. By collecting data, companies can pattern-match to understand what meeting rhythms and schedules yield the best results for creativity, connection, and productivity. The most progressive companies are testing different hybrid models with pilot teams before rolling out policies company-wide. And they continue evaluating after implementation, recognising that adjustments may be needed as people get accustomed to new routines. The future of work remains a learning process.

Full-time remote positions are on the rise as well. Fully distributed companies have created systems and technology to enable effective communication across time zones. For example, GitLab, a remote-only company with over 1,300 employees worldwide, developed an extensive internal handbook providing guidance on best practices for asynchronous communication. They outline everything from messaging etiquette to virtual meeting norms. Automattic, the company behind WordPress software, has a philosophy of “distributed everything” with a remote workforce spanning 77 countries. Automattic makes collaboration seamless through documenting processes in the open, hosting easily searchable discussions online, and live broadcasting meetings with remote participation from employees across multiple time zones.

Other fully remote companies like Doist and Buffer also invest heavily in internal tools for aligning global teams. They provide project management software, video conferencing capabilities, and team chats to streamline frequent updates. Remote work naturally supports more flexibility – with core hours typically being the only overlap. Outside of that, employees can set their own schedules. Fully distributed companies even have sophisticated onboarding programs welcoming new remote hires with buddy systems and ramp-up peer training. Investing in the infrastructure, technology, and cultural elements allows these organisations to tap global talent pools while supporting work/life balance for employees – a model likely to keep gaining steam.

No matter the exact work structure, creating an inclusive environment remains critical. Companies need to actively facilitate relationships between on-site and remote employees, through activities like pairing buddies and virtual water cooler conversations. 

As hybrid and remote work continues to evolve, equity and fairness should be prioritised. Everyone from executives to interns must have access to similar opportunities for face time, 1-on-1 coaching, collaborating on critical projects and networking internally. Achieving this balance will be an ongoing process as flexible work models become the norm.

Stay tuned for more updates on the exciting ways companies are supporting the future of work! What changes have you noticed with flexible work options at your organisation? Share your experiences in the comments below.

The Need for Tell Courage in Management 

Bob Bannister
by Bob Bannister on

As a manager, having difficult conversations is an unavoidable part of the job. Whether it’s addressing poor performance with an employee, giving critical feedback, or making tough decisions that impact people’s roles, managers frequently have to step into uncomfortable dialogues. And yet, many managers shy away from having these critical talks due to lack of what leadership experts call “tell courage.”

Tell courage is defined as the willingness to candidly express viewpoints or facts that may be under appreciated or disputed. It requires speaking up respectfully on issues when staying silent would be easier. For managers, developing tell courage is key to being effective leaders. Without it, problems fester, tough love goes undelivered, and conflict gets swept under the rug. 

There are a few reasons why building tell courage should be a priority for anyone in a position of leadership:

1. It builds trust. When managers avoid difficult conversations, employees notice. By speaking directly and transparently on hard issues, managers demonstrate commitment, integrity, and respect. This increases employees’ trust and engagement over the long-term.

2. It surfaces problems early. Managers with tell courage tackle issues head-on instead of letting them escalate silently. This prevents little problems from ballooning into crises and helps identify solutions at an earlier, more manageable stage.  

3. It models open communication. By leaning into challenging talks, managers set an example of forthright dialogue for the whole team. This catalyses a culture of candor, psychological safety, and transparency across the organisation.

Developing tell courage requires pushing past discomfort, fear of conflict, and the urge to people-please. But these efforts lead to growth for both managers and their teams. With a commitment to candid, compassionate truth-telling and dedicated practice addressing delicate topics, leaders can expand their tell courage muscle to everyone’s benefit. The capacity for tough talks marks the difference between mediocre managers and great ones.

The Evolution of Leadership Thinking: From Great Man Theory to Purpose-driven leadership

Bob Bannister
by Bob Bannister on

Leadership remains one of the most extensively researched topics in the social sciences. Our understanding of what makes an effective leader has evolved considerably over the past century. In this blog post, I will provide an overview of some of the major leadership theories that have emerged from academic research and how our thinking has progressed over time.

In the early 20th century, the “Great Man Theory” dominated leadership discourse. This theory assumed that history’s greatest leaders like Gandhi, Churchill, and Lincoln were simply born with innate leadership qualities that the average person did not possess (Carlyle, 1907). Their unique capabilities, in this view, is what enabled them to assume positions of power. 

However, as research methods became more sophisticated, academics like Stogdill (1948) began to challenge this theory with evidence that situational factors and follower dynamics also play an important role in leadership effectiveness. This gave rise to contingency leadership theories that account for contextual factors. Fiedler’s (1964) contingency theory, for instance, matched leader styles to situational variables. House’s (1971) path-goal theory examined how leaders provide support and direction to followers. 

In the 1970s and 1980s, the concept of transformational leadership gained prominence. Transformational leaders, according to Burns (1978), inspire followers to transcend self-interest and adopt the leader’s vision as their own. They focus on the organisation’s long-term development rather than just short-term gains. Research found transformational leadership led to higher performer motivation and satisfaction (Bass, 1985).

Most recently, the theory of authentic leadership has emerged to explain leader effectiveness. Authentic leaders demonstrate sincere self-awareness, ethical decision making, balanced information processing, and transparency in their interactions with others (Avolio & Gardner, 2005). These behaviours build credibility and trust within the organisation. Studies show that authentic leadership promotes higher levels of employee well-being, engagement, and performance (Walumbwa et al., 2008).

Academic insights into effective leadership have progressed from singular focus on the leader’s characteristics to a more nuanced understanding of contextual interactions between leaders and followers. There is now greater emphasis on ethical, transparent leadership that comes from within and promotes sustainable organisational success.

What about leadership today?  

As more companies embrace remote work and globalised operations, new academic theories are emerging to explain how leaders can effectively guide geographically distributed teams and divisions. 

Recent research highlights that traditional, hierarchical leadership approaches do not translate well when direct supervision and in-person contact is limited (Antonakis & Atwater, 2002). As such, newer leadership styles focus more on influencing through vision, empowerment, and building strong virtual relationships.

For example, Hoch and Kozlowski (2014) put forward a theory of “structural leadership” which entails the setting up of procedures, rules, norms and best practices that shape positive team dynamics, even from afar. Structural leaders excel at ensuring remote teams have proper goals, roles, workflows and communication channels.

Additionally, theories centred around “purpose-driven leadership” (Thrash, Elliot, Schultheiss, & Brunstein, 2007) are gaining relevance for dispersed teams. Here, leaders continually emphasise how each member’s contribution aligns with the organisational purpose. This provides direction and significance which can otherwise be lost when collaborating virtually.

Research also underscores the importance of “social leadership” (Scott, 2007). Practices like scheduling informal virtual chat sessions, sending personalised notes recognition, and role modelling work-life balance help nurture social bonds between distributed members. Such relationships form the glue that ultimately holds global organisations together.  

As the workplace continues becoming more fluid and decentralised, expect academia to further develop leadership theories which rely less on top-down oversight and more on alignment, empathy and empowerment. Companies who want to attract top talent globally would do well to have such leadership competence.

References:

Burns, J.M. (1978). Leadership. NY: Harper & Row Publishers. 

Avolio, B.J., & Gardner, W.L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.

Antonakis, J. & Atwater, L. (2002). Leader distance: a review and a proposed theory. The Leadership Quarterly, 13(6), 673-704.

Thrash, T.M., Elliot, A.J., Schultheiss, O.C., & Brunstein, J.C. (2007). Methodological and dispositional predictors of congruence between implicit and explicit need for achievement. Personality and Social Psychology Bulletin, 33(7), 961-974.

Having Coaching Conversations: A Non-Directive Guide for Managers

Bob Bannister
by Bob Bannister on

As a manager, one of your most important roles is developing your employees through effective coaching. Unlike directing or instructing, coaching takes a more non-directive approach aimed at empowering the employee. These coaching conversations should drive the employee to come up with their own solutions with guidance through questions and support from you as the manager.

Here is a straightforward framework centred on non-directive coaching:  

1. Set the Agenda

Ask your employee open questions about what developmental areas or challenges they want to focus on. Share observations you’ve made as well but leave next steps open without imposing advice or demands. This allows the employee to guide the conversation on what matters most to them.  

2. Ask Exploratory Questions 

Use probing questions to better understand gaps and challenges from your employee’s perspective without judgment. “What do you feel caused that?” “Where do you feel stuck when that happens?” Explore strengths to leverage as well. Avoid yes/no questions, instead asking, “What’s working well lately from your view?” The goal is to stimulate self-assessment through reflective inquiry.

3. Brainstorm Solutions

Shift the conversation into solution-finding by asking your employee what ideas they may have or have tried regarding growth areas. Brainstorm new approaches together. Refrain from imposing your own ideas initially, instead saying “What kind of actions seem feasible to you moving forward?” The goal is to spark their own problem-solving.  

4. Define Next Steps

Have the employee summarise what concrete commitments or next steps they will own coming out of the conversation. Outline how you can support efforts through questions like “What from me could help enable this?” rather than mandates. Schedule follow-ups allowing them space to work on it, avoiding micromanaging.

The most impactful coaching occurs when employees leave with their own clarity and commitments. This empowers them through self-directed growth backed by your support. Make sure to consistently schedule non-directive coaching conversations following this type of structure.

Developing Organisational Resilience in Turbulent Times

Bob Bannister
by Bob Bannister on

Unexpected crises and disruptions seem to be happening more and more frequently in today’s interconnected world. In the last few years alone, we have dealt with a global pandemic, economic recessions, cybersecurity threats, climate change events, and major supply chain issues. With volatility and uncertainty becoming the new normal, developing resilience has become a crucial capability for organisations seeking to survive and thrive.  

As a manager, you play a pivotal role in crisis and risk management for your company. The decisions you make before, during, and after disruptions can have a significant impact on how well your organisation adapts and responds. That’s why intentional planning, clear policies, and steady leadership are key.

Scenario Planning — Envisioning Possible Disruptions

One of the most important ways managers can build resilience is by investing time upfront imagining potential crises relevant to their business. Scenario planning brings together leadership teams to brainstorm various “what-if” situations that could plausibly impact operations—from natural disasters to cyber attacks to supply chain disruptions and more. The goal is to vividly walk through these scenarios, defining specifics like:

  • What potential events or triggers could we realistically encounter? How severe could they be?
  • Which business areas and continuity priorities would be impacted? Which operations are mission-critical?
  • What would some worst-case scenario damages or consequences look like across key areas like people, facilities, technology, suppliers, and customers?  
  • What contingency plans or crisis responses could mitigate the most severe impacts? What action steps should leaders take right away if various events happen?

Thoughtfully working through multiple scenarios, even unlikely ones, equips organisations to respond quickly and decisively when the need inevitably arises. It allows people to envision threats more clearly and process them emotionally long before they occur. Teams can then identify critical continuity needs proactively instead of reacting in the middle of chaos and confusion. 

The output of scenario planning includes key continuity priorities to inform business impact analysis, contingency policies, digitisation efforts, insurance, infrastructure redundancy, etc. Discussion also builds relationships and alignment among leadership so that swift coordinated action comes naturally. Practicing simulated responses even helps create organisational muscle memory. 

With so much benefit and so little downside, making time regularly for scenario envisioning pays dividends when crises inevitably strike. It’s one key way successful enterprise build vigilant, resilient cultures ready to handle significant disruptions.

Well-defined continuity and incident response policies also improve resilience by clarifying roles, responsibilities, and standard operating procedures. Make sure these are formally documented yet flexible enough to handle unexpected situations. Keep policies current with regular reviews and disaster recovery tests.  

Navigating the Aftermath and Building Back Better

The decisions and actions taken after a major business disruption can determine how quickly your organisation recovers and gets back to normal operations. But the aftermath period remains a vulnerable time with its own set of challenges to manage.

First, don’t declare victory too early. Monitor key areas like safety issues, essential technology systems, supply deliveries, product quality checks, personnel wellbeing and more in the hours and days following an incident. Remain in an elevated state of alert to spot any secondary crisis triggers or areas of increasing risk. 

In particular, keep a close eye on business health factors like cash flow, cybersecurity vulnerabilities, pending orders and deliveries, customer retention efforts and personnel morale. Enlist your Finance, IT, Ops and HR leaders to flag potential problematic areas or emerging bottlenecks early while there is still time to respond.

Once the initial incident is fully contained, thoroughly assess the damage, document details and collect input from affected teams. Conducting “post-mortem” analyses is enormously helpful for capturing institutional learning and highlighting gaps to inform future continuity planning. 

Bring staff together to reflect on what response efforts went well and why. Celebrate organisational wins like effective remote work transitions, rapid decision making, customer assurance communication, or safe shelter-in-place protocols. Also explore where the biggest difficulties emerged – technical failures, policy confusion, shortage of supplies or resources, lagging communication, etc. Probe to understand root causes, not just symptoms.

Compiling key findings and recommendations in an After Action Report will enable valuable organisational learning for dealing with future incidents. Review and revise policies, procedures, systems and training accordingly. Apply lessons learned to expand risk scenarios and continuity plans. 

By investing time in post-crisis assessment and learning, managers can make their organisation more crisis-ready while also demonstrating responsiveness to staff needs – a hallmark of resilient leadership. The goal is to build back better so your enterprise emerges healthier and more robust after adversity.

Managing the aftermath of a disruption also determines how fast your organisation can return to normal. Be cautious of business risks like cash flow issues or cyber vulnerabilities. Once the initial incident is contained, assess damage, seek feedback, and capture learnings for the next event. Reflect on wins and gaps – then refine your continuity plans accordingly.  

With intentional preparation, vigilant monitoring, and steady responses, companies can turn threats into opportunities to shine. Build your organisational immunity now before the next storm hits!

The key is being proactive with contingency planning while also showing resilient leadership during times of crisis. With planning, transparency and adaptability, managers can develop crisis-ready cultures ready to thrive in turbulent times.

Building Your Resilience: 10 Simple Ways to Bounce Back  

Bob Bannister
by Bob Bannister on

Life is full of stress, challenges, and unexpected difficulties. Having resilience—the ability to adapt well and recover quickly from tough times—can help you manage difficult situations with more ease. Resilience isn’t necessarily an inherent trait you either have or don’t have; it involves behaviours, thoughts, and actions that you can develop and strengthen over time. 

Here are 10 practical, everyday tips to help you become more resilient when facing life’s obstacles:

1. Cultivate optimism. Focus on seeing the good in every situation, believing you can overcome challenges, and having a positive outlook about your future. This mental habit strengthens resilience.  

2. Connect with supportive relationships. Spend time bonding and sharing with people who care about you, understand you, and want to listen when things are tough. Social support aids resilience.

3. Learn from experience. Reflect on how you managed hardships, mistakes, or failures in the past—what worked and didn’t work. Gaining wisdom from past resilience boosts future resilience.  

4. Practice self-care. Make sure to take care of your body, mind, and spirit through healthy lifestyle habits like proper sleep, diet, exercise, and relaxing activities. Self-care fortifies your strength for resilience.

5. Develop problem-solving skills. Break down problems into smaller parts, set goals, brainstorm solutions, and evaluate progress as you work through challenges. Honing these skills helps you handle difficulties better in the future.  

6. Keep things in perspective. Ask yourself if a problem will matter a month or a year from now to help diffuse emotional reactivity to difficulties that are temporary or relatively minor. Gaining perspective bolsters resilience to stress.

7. Lean into threats. Don’t avoid dealing with emotional threats like relationship conflicts, work issues, or health problems. Face them with an open, flexible attitude so you can endure the discomfort and find solutions.

8. Find opportunities for self-discovery. Explore activities or experiences that challenge you, build confidence, and give your life meaning so you have inner purpose and something to draw on during harder times.  

9. Practice mindfulness. Try meditation, deep breathing, or just being present. Quieting racing thoughts and cultivating stillness in the moment helps develop calmness and focus for dealing with stressors.  

10. Foster self-compassion. Be kind to yourself rather than self-critical so you can recognise you’re not perfect, nor is any situation. Self-compassion facilitates resilience.

Building your personal resilience provides inner strength and flexibility to handle life’s curveballs. Start integrating a few of these tips into your routines. Over time, you’ll bounce back easier so difficulties feel less catastrophic and you can stay centred moving forward.

Are You Building Your Resilience as a Manager?

Bob Bannister
by Bob Bannister on

As a manager, you face a huge number of challenges on a daily basis – from solving problems and resolving conflicts amongst your team, to dealing with tight deadlines and stretched resources. All of this can take a toll over time, leading to feelings of burnout, stress and overwhelm. That’s why actively cultivating your personal resilience is so important. Resilient managers are able to bounce back from adversity, change and difficult situations without getting knocked down. They are able to maintain their drive, optimism and health even under high pressure.

Here are some tips for building your resilience as a manager:

Take care of yourself first. You can’t pour from an empty cup. Make sure you are eating healthy, exercising, getting enough sleep and taking time for yourself to recharge. Even small self-care habits can strengthen your resilience over time.

Set healthy boundaries. Don’t let your work bleed too far over into your personal life. Disconnect from email on evenings and weekends whenever possible. Taking breaks helps ensure you don’t get overworked and risk burning out.

Connect with others. Building strong connections with colleagues, employees, friends and family provides social support and strengthens your resilience. Having people you can confide in makes challenging times easier.

Adopt a growth mindset. View obstacles as opportunities for growth. Maintain the self-belief that you can learn and improve through effort and persistence. This mentality allows you to turn difficulties into chances to get better.  

Cultivate optimism. Focus on what is going well and within your control, rather than dwelling on the negative parts of a situation that can’t be changed. This helps you maintain motivation and hope.

Get comfortable being uncomfortable. Resilience means being able to operate effectively even when things are difficult and uncertain. Push yourself incrementally to get used to discomfort – whether that means taking on a challenging new project or having a difficult conversation. The more you practice managing adversity, the more resilient you become.

Prioritise self-care. Make time for healthy habits like exercise, nutritious meals, social connection and practices like mindfulness or journaling. Taking good care of yourself builds the energy and focus required to handle work challenges from a resilient state of mind.

Building your personal resilience takes commitment and practice, but it pays huge dividends for managing workload, stress and change as a leader. Invest in strengthening your resilience, and you’ll find challenges begin to feel more manageable over time.

Start Building Your Resilience Today

Strengthening your personal resilience takes time, but you can start taking small steps today. Identify one habit that would help build your resilience – maybe it’s setting a new boundary around after-hours work emails or adopting a short daily mindfulness practice. Leverage existing support systems too – who are the people that always energise you that you can connect with more consistently? 

Getting intentional about resilience now will serve you well in both your professional and personal life long-term. As the old saying goes: “the best time to plant a tree was twenty years ago, the next best time is now.” Don’t put off taking care of yourself and developing resilience skills until you desperately need them. Being preventative enables you to operate from a place of strength rather than just reacting out of necessity when already feeling overwhelmed or depleted.

Focus on Progress Over Perfection

Changing habits requires focus and commitment, but you don’t have to do everything perfectly right from the start. It’s natural for new routines to feel awkward at first. Maybe you stick with your new workout regimen or mindfulness practice some weeks more consistently than others. Don’t beat yourself up over slip ups. Progress builds resilience too. Note any small wins along the way, and be patient with yourself. Building resilience is like growing muscle – it happens gradually over time. 

Support Your Team in Developing Their Resilience Too

Finally, leverage your role as manager to foster resilience amongst your whole team as well. Promote norms and practices that contribute to work-life balance, self-care, social connections and ongoing development for employees too. It shouldn’t just be on individual contributors alone to “tough it out” when work feels overwhelming and stressful for long periods of time. Building a culture that values resilience strengthens your entire organisation for the long haul.

So take that first step, focus on progress over perfection, and support your team too. You’ve got this! Building resilience as a manager benefits everyone.

Bob Bannister

Ships Captain

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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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