Here’s the two most important lessons about influencing.  
Bob Bannister
by Bob Bannister on

The skill of influencing has to be up there as one of the most valuable things to get right.  We start working out what works when we are about 2 years old, pushing and bending our parents will through any means possible.  Back then, we didn’t even care what others thought of us; we would happily throw a wobbly in the shopping line without the slightest concern for our reputation, all in the name of braking our parents resolve and securing whatever it was that we wanted.

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How to change your behaviour! 
Bob Bannister
by Bob Bannister on

The ability to change our behaviour is a gift, sometimes however we forget to use it!  It’s easy for every one of us to get very comfortable with a whole range of behaviours that become well worn and frankly predictable.  That’s of course OK when those behaviours bring the best out of me and others, but not nearly as good when they just serve to ‘get me by’ and even make life more difficult for others.

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Are remote workers missing out?
Bob Bannister
by Bob Bannister on

In this growing age of the digital nomad, there are many perceived benefits associated with being a remote worker.  Many of these benefits are genuine, tangible things like not having to spend two or more hours of the day commuting too and from work.

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The most important management role; building competence through coaching
Bob Bannister
by Bob Bannister on

One of our 4 C’s of being a high functioning team is ‘Competence’.  It’s the domain expertise, skill element of the team.  It’s something we all need, the manager, but also every single member of the team.  However for the manager there is something really important to understand; no matter how brilliant you are, how great your competence, if your team isn’t up to the required competence then two things become very evident:   You can’t go and have lunch because your people will be addicted to you, and  you will never be able to empower your people with confidence.

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Why developing competence is the managers responsibility  
Bob Bannister
by Bob Bannister on

There’s been a lot of talk lately about the advent of self directed learning - in other words creating the environment where staff take control of their own learning, often supported by the organisation.  I’ve nothing against this approach, it’s great if people take charge of their own development, however my word of caution is concerned with this becoming the only approach.

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Managers, stop trying to motivate your staff!
Bob Bannister
by Bob Bannister on

For much of my management career I was under the impression that one of the requirements of a good manager was to motivate their team members.  In recent years I’ve begun to wonder if that’s altogether the wrong thing!  My doubt first manifested itself when reading Prof Steve Peters suggesting that motivation was worthless - WORTHLESS!  Yes, really, the British Olympic cycling teams psychologist tells his athletes to forget it, it’s a waste of time.

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Building a high functioning team
Bob Bannister
by Bob Bannister on

There is a clear difference between high performing teams and high functioning teams. Put simply, many high performing teams are not necessarily high functioning. They achieve what they achieve through effort, blood, sweat and frequently tears. Performance in these organisations is exhausting, often stressful, there is fall out and discontent.

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How close should managers get to their team members?
Bob Bannister
by Bob Bannister on

How important is the relationship I have with my team?  Pretty vital I’d say!  But what does that really mean?  How well does my team need to know me? What’s that balance between being familiar, one of the team and being professional, being their boss?   These are valuable questions to ponder.

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