3D Juggling 514: Appropriate Luggage
What have you got planned this week? Last week Jane was working with a senior management team around communication, Claire was working with training incumbents to develop their supervision skills and Lynn was having some important conversations about coaching in education.
Claire writes: I was talking to someone last week who said: 'We need to recognise that transition is a permanent state for my organisation and stop waiting for it to end'. It got me thinking about travelling! Even when you listen to the story of Moses and the Israelites getting out of Egypt, transition was a travelling mode. People on gap years manage to get everything they need into a rucksack and then stay wherever they chose - or can. They're really flexible to what arises. I always used to travel with a Swiss Army knife and a sarong. They're useful for anything! Carry a rucksack and a small tent and you can choose to move fast or stay for a while.
Contrast that to last week's TV footage of travellers trying to get out of Egypt. Their huge suitcases probably contain almost nothing that is useful to an extended stay in an airport. They may have packed for a hotel holiday to see the pyramids or the coast. And when you cannot return to the hotel, you have a problem.
What would you begin to do differently if you recognise that transition is a permanent state for your context? Think about it...
Meet with one of us over a coffee (we’ll pay) and explore how we can help you to bring about some changes in the way that you manage transition.
© 2011 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com
Permanent Transition?
Last week's survey from the Chartered Institute of Personnel and Development (CIPD) said that 20% of UK workers fear for their jobs. In the public sector, that figure rises to nearly one in three workers.
CIPD calls on managers to demonstrate high-quality leadership in order to raise morale and engagement in the workplace. The quarterly survey illustrated the extent to which employees are concerned about their standard of living "as inflation continues to erode the real value of wages".
Almost a third of those surveyed said their standard of living had got worse over the last six months. compared with just 10% who said it had improved.
"If organisations don't invest in developing high-performing managers, they may find better managed competitors racing past on the road to recovery," said CIPD's Ben Willmott. "Employers need to find cost-effective ways of equipping their line managers with the people management skills to support employee engagement and wellbeing."
This is where coaching skills can transform the workplace. Talk to us about how we can help you help your organisation. And remember that there is a Career Makeover Masterclass on 5th March for those who need to find a completely different kind of job - internally or externally.
Showing posts with label redundancy. Show all posts
Showing posts with label redundancy. Show all posts
Friday, February 04, 2011
Friday, January 28, 2011
3D Juggling 513 Mini Jobs
After last week's Juggling on Trust, someone helpfully pointed us to this Reith Lecture called Trust and Transparency
Jane writes: At my Pilates class last night I was having a conversation with someone about their job. One of the things she said really struck me – that in previous jobs she had always been able to clear her desk at the end of the day, but that now she finds this to be impossible. She has resigned herself to never being able to get through everything. It was great to hear that she could cope with this, but it set me thinking about the difference that could be achieved if it was practical to organise some jobs differently so that resource was available for short amounts of time that might help others to ‘catch-up’. From my experience I’d guess that even an extra 2-3 hours a week could be used effectively to make a real difference.
Then I remembered what I had read about out-of-work benefits and in-work support. How could you benefit from thinking about different work patterns that offer jobs on reduced hours? What issues would this approach present? How could you resolve them?
Meet with one of us over a coffee (we’ll pay) and explore how we can help you to bring about some changes in the way that things get done where you are.
© 2011 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com
In the white paper ‘Universal Credit: Welfare that Works’, in which the government lays out its plans to merge out-of-work benefits with in-work support. The success of this approach will depend on the availability of ‘mini-jobs’ that provide opportunities for those on benefits to do small amounts of work without losing them.
Have a look at People Management 25 November 2010
http://www.slivers.com/overview/flexible_workforces.html
http://www.dwp.gov.uk/policy/welfare-reform/legislation-and-key-documents/universal-credit/
After last week's Juggling on Trust, someone helpfully pointed us to this Reith Lecture called Trust and Transparency
Jane writes: At my Pilates class last night I was having a conversation with someone about their job. One of the things she said really struck me – that in previous jobs she had always been able to clear her desk at the end of the day, but that now she finds this to be impossible. She has resigned herself to never being able to get through everything. It was great to hear that she could cope with this, but it set me thinking about the difference that could be achieved if it was practical to organise some jobs differently so that resource was available for short amounts of time that might help others to ‘catch-up’. From my experience I’d guess that even an extra 2-3 hours a week could be used effectively to make a real difference.
Then I remembered what I had read about out-of-work benefits and in-work support. How could you benefit from thinking about different work patterns that offer jobs on reduced hours? What issues would this approach present? How could you resolve them?
Meet with one of us over a coffee (we’ll pay) and explore how we can help you to bring about some changes in the way that things get done where you are.
© 2011 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com
In the white paper ‘Universal Credit: Welfare that Works’, in which the government lays out its plans to merge out-of-work benefits with in-work support. The success of this approach will depend on the availability of ‘mini-jobs’ that provide opportunities for those on benefits to do small amounts of work without losing them.
Have a look at People Management 25 November 2010
http://www.slivers.com/overview/flexible_workforces.html
http://www.dwp.gov.uk/policy/welfare-reform/legislation-and-key-documents/universal-credit/
Friday, December 17, 2010
3D Juggling 507: Looking carefullyWe would like to take this opportunity to wish you a very Happy Christmas from all the 3D Team: Claire, Lynn, Jane and Sue; Liz, Clare, Peronel, Su, Richard, Nadia, and Kate.
Jane writes: "Last year I was visiting family and friends in Australia at Christmas and for the first time I didn’t put up any decorations in my house. My friend, who considers the festive season to have truly arrived once she can see my tree lights sparkling from her window, expressed her disappointment. This year I determined to make a show, and was looking forward to decorating my tree. I carefully (so I thought) tested the tree lights before draping them over the branches and adding an uncoordinated array of baubles and silver foil bells made by the little people in my life. Then I turned them on again and – you guessed – they didn’t work!
Actually that’s not strictly true. The blue and green bulbs worked, but not the yellow and red ones. I realised that when I’d checked them I’d just looked to see if they lit up - I took a quick glance, saw twinkling, and was satisfied.
This is a time of year for looking carefully – to see who might need our help to be able to enjoy the festivities without feeling lonely or overwhelmed, or maybe needs support and encouragement as they face uncertainty about their job. Where could you be looking? How could you help?
We should also look for opportunities to enjoy ourselves. I managed to disentangle the lights from my tree and they have been replaced by some new ones –along with some caramel filled chocolate bells. Mmmm!"
Discuss this week's juggling at http://www.3dcoaching.blogspot.com/
© 2010 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com
Friday, October 15, 2010
3D Juggling 499: Who comes first?
Jane writes: "It's been another week of cuts and we still haven't reached the Spending Review in the UK. There is an increasingly limited amount of funding available to support any kind of coaching and training in organisations. How can limited resources be used to have maximum impact on organisational effectiveness?
Customers and volunteers respond to many things, including products, prices, location, and advertising. They also respond to their experience of people. Maya Angelou, an American poet, said “I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
One way of increasing effectiveness is to reduce the amount of time spent in responding to complaints and concerns raised by customers, volunteers and other stakeholders. Feedback from customers, whether they are collecting mail from a Royal Mail delivery office, receiving treatment at a hospital, or trying to return a faulty item to a store, is often related to the attitude and behaviour of staff. And the attitude and behaviour staff is likely to be influenced by the way that they are treated by their managers and colleagues.
From my experience of working in organisations I formed the view that the people who really need to be put first are employees and volunteers. If you get it right for them they will get it right for your customers.
It can take a long time to develop loyalty in a customer or volunteer - and just seconds to lose it. How do your employees, colleagues, or volunteers make customers/clients/visitors feel? Do they know? Are they interested? They should be."
Talk to us about how we can help you to develop a culture where staff feel valued, engaged and empowered, and where customers experience positive attitudes and behaviours.
See People Management from 12 August 2010 to read how an IT company with 60,000 staff implemented a management approach that put employees first and customers second. It achieved dramatic improvements in performance underpinned by a 70% increase in employee satisfaction. During a recession.
Discuss this week's juggling at http://www.3dcoaching.blogspot.com/
© 2010 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com
Follow us on Twitter 3dclaire
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Jane writes: "It's been another week of cuts and we still haven't reached the Spending Review in the UK. There is an increasingly limited amount of funding available to support any kind of coaching and training in organisations. How can limited resources be used to have maximum impact on organisational effectiveness?
Customers and volunteers respond to many things, including products, prices, location, and advertising. They also respond to their experience of people. Maya Angelou, an American poet, said “I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
One way of increasing effectiveness is to reduce the amount of time spent in responding to complaints and concerns raised by customers, volunteers and other stakeholders. Feedback from customers, whether they are collecting mail from a Royal Mail delivery office, receiving treatment at a hospital, or trying to return a faulty item to a store, is often related to the attitude and behaviour of staff. And the attitude and behaviour staff is likely to be influenced by the way that they are treated by their managers and colleagues.
From my experience of working in organisations I formed the view that the people who really need to be put first are employees and volunteers. If you get it right for them they will get it right for your customers.
It can take a long time to develop loyalty in a customer or volunteer - and just seconds to lose it. How do your employees, colleagues, or volunteers make customers/clients/visitors feel? Do they know? Are they interested? They should be."
Talk to us about how we can help you to develop a culture where staff feel valued, engaged and empowered, and where customers experience positive attitudes and behaviours.
See People Management from 12 August 2010 to read how an IT company with 60,000 staff implemented a management approach that put employees first and customers second. It achieved dramatic improvements in performance underpinned by a 70% increase in employee satisfaction. During a recession.
Discuss this week's juggling at http://www.3dcoaching.blogspot.com/
© 2010 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com
Follow us on Twitter 3dclaire
Facebook 3D Coaching
Monday, May 24, 2010
3D Juggling 479: Apocalypse, Milk and Honey
We're just back from our annual team residential st Little Gidding and this is a great opportunity to say thank you to Jeremy Clare, Caroline Wolf and Elizabeth Turnbull who have now left the 3D core team. We'll be introducing you our new colleagues over the next few weeks.
Su writes: I did some career coaching with a friend recently. She was exceptionally honest with me and described what the jobs market was like in the banking sector. What she described w
as a post-apocalyptic landscape: a deserted, bleak and hostile environment. It was scary and tough, not for the faint-hearted. It was certainly not a place I would like to have spent time looking for a job. She described it absolutely, as it was to her. I worked with her, questioning her, finding out more but essentially that was it. A land of no hope.
That was her reality.
I decided we might take a different approach. We left the land of no hope and instead we did a job search. We looked for the jobs that were there – within minutes we had found several possibilities that she had the skills to do and more or less fitted her expectations. This was a very different landscape to the one we had been discussing. There were suitable vacancies, there were interesting new avenues to ponder, there were exciting potentials. To be honest, it was not a land of milk and honey, with endless opportunities to mull over and choose from. But it was different to the reality which had been described to me.
She had done job searches before: but she was doing them from her end-of-the world land. She had seen the jobs we found in our search but discounted them immediately. She had not thought about the potential that they offered: only that they wouldn’t work for her. She looked at the jobs market through post-apocalyptic eyes and saw only what she expected to see.
It is easy to build up a reality and continuously find fuel to stoke that version of events. It could be in terms of looking for a job, or tackling an issue in the workplace, or dealing with someone we find difficult. Our lands of no hope can almost become comfortable places to inhabit, and finding there is an alternative may initially be alarming.
So how to break out of that land? We need objective evidence, a mind that is open to the possibilities, and often a critical friend to walk with us. Do you?"
If this is your reality, there's still time to book on the Career Makeover Masterclass in Bletchley on 5th June.
Love this? If this is the reality in your organisation and you'd like to talk about how to support staff through the transition, call us and we can meet for a coffee. It's on us!
Discuss this week's juggling at http://www.3dcoaching.blogspot.com/
© 2010 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com
Follow us on Twitter 3dclaire
Facebook 3D Coaching
We're just back from our annual team residential st Little Gidding and this is a great opportunity to say thank you to Jeremy Clare, Caroline Wolf and Elizabeth Turnbull who have now left the 3D core team. We'll be introducing you our new colleagues over the next few weeks.
Su writes: I did some career coaching with a friend recently. She was exceptionally honest with me and described what the jobs market was like in the banking sector. What she described w
as a post-apocalyptic landscape: a deserted, bleak and hostile environment. It was scary and tough, not for the faint-hearted. It was certainly not a place I would like to have spent time looking for a job. She described it absolutely, as it was to her. I worked with her, questioning her, finding out more but essentially that was it. A land of no hope.That was her reality.
I decided we might take a different approach. We left the land of no hope and instead we did a job search. We looked for the jobs that were there – within minutes we had found several possibilities that she had the skills to do and more or less fitted her expectations. This was a very different landscape to the one we had been discussing. There were suitable vacancies, there were interesting new avenues to ponder, there were exciting potentials. To be honest, it was not a land of milk and honey, with endless opportunities to mull over and choose from. But it was different to the reality which had been described to me.
She had done job searches before: but she was doing them from her end-of-the world land. She had seen the jobs we found in our search but discounted them immediately. She had not thought about the potential that they offered: only that they wouldn’t work for her. She looked at the jobs market through post-apocalyptic eyes and saw only what she expected to see.
It is easy to build up a reality and continuously find fuel to stoke that version of events. It could be in terms of looking for a job, or tackling an issue in the workplace, or dealing with someone we find difficult. Our lands of no hope can almost become comfortable places to inhabit, and finding there is an alternative may initially be alarming.
So how to break out of that land? We need objective evidence, a mind that is open to the possibilities, and often a critical friend to walk with us. Do you?"
If this is your reality, there's still time to book on the Career Makeover Masterclass in Bletchley on 5th June.
Love this? If this is the reality in your organisation and you'd like to talk about how to support staff through the transition, call us and we can meet for a coffee. It's on us!
Discuss this week's juggling at http://www.3dcoaching.blogspot.com/
© 2010 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com
Follow us on Twitter 3dclaire
Facebook 3D Coaching
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