Tag Archive: employee behaviours

  1. We get knocked down… But we get up again – the England edition

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    These insightful Tubthumping lyrics will have been heard a fair few times over recent weeks and years as we saw the England team move closer to a European trophy than we’ve seen in over 50 years. And granted, this song is more about the singers bragging about their drinking prowess than leadership success, but the sentiment still rings true…

    It’s not necessarily the leader or the team who never fail that are the most successful, but those who fail, learn, and come back again and incorporate those learnings that can reap even greater benefits than ever. As Nelson Mandela says,

    The greatest glory in living lies not in never falling, but in rising every time we fall.

    One of the most important qualities of a leader is resilience. Developing resilience, combined with perseverance, will help us and our teams not only to succeed in the good times, but to learn, grow and succeed through the crises, set-backs and ever-changing landscape we navigate.

    Resilience and Perseverance – what is it?

    Someone who demonstrates resilience and perseverance is someone who persists in the face of adversity, obstacles or setbacks including effectively managing a crisis and quickly adapting to change. There are a number of supporting behavioural traits, preferences and motivations identified and benchmarked which we can consider as essential in contributing to this:

    Essential Traits

    • Authoritative: The desire for decision-making authority and the willingness to accept decision-making responsibility.
    • Optimistic: The tendency to believe the future will be positive.
    • Persistent: The tendency to be tenacious despite encountering significant obstacles.
    • Pressure Tolerance: The level of comfort related to working under deadlines and busy
    • Self-Improvement: The tendency to attempt to develop or better oneself.
    • Stress Management: The tendency to be relaxed and manage stress well when it occurs.
    • Wants Challenge: The willingness to attempt difficult tasks or goals.

    Desirable Traits

    Other traits that could be considered helpful though perhaps not as essential in building resilience include; analytical, collaborative, frank, influencing, relaxed, truth exploring, assertive, flexible and open/ reflective.

    Traits to avoid

    As with the philosophy of Ying / Yang – in that most things tend to work best when in balance – there are also a number of behavioural traits which need to be avoided that could seriously hinder developing and demonstrating resilience and perseverance such as:

    • Defers decisions
    • Inconclusive
    • Skeptical
    • Unresourceful
    • Avoids decisions
    • Blindly optimistic
    • Defensive
    • Rebellious autonomy
    • Avoids communication
    • Dogmatic

    3 reasons resilience and perseverance are important for a leader

    The world of work is filled with challenges and what currently feels like a constant need to be adapting to operational challenges, financial challenges and cultural challenges.

    1 – As a leader, it’s our responsibility to lead through the good and bad. Our team needs to know that, whatever else is going on, we are there to support them and to help them learn and grow from the challenges they face too.

    2 – Times of challenge can also be viewed as times of opportunity. Adapting to situations will require creative thinking and problem-solving. Facing and dealing with a crisis can offer a chance to show compassion and integrity. Getting through a struggle can give us a chance to develop and expand our leadership skill set and also to be a good role model for those around us.

    3 – Facing difficulties and helping our teams to develop and grow not just in spite of, but because of those difficulties will help to strengthen our relationships with our teams, and help to build engagement and trust.

     

    Throughout the Euro 2020 campaign Southgate demonstrated excellent leadership qualities, generating respect and admiration across the board. Southgate’s comments on last night’s loss epitomise these qualities:

    It’s down to me… Nobody is on their own. That’s my call and it totally rests on me… We win and lose together.

    Now he, captain Harry Kane and the team will be adding resilience and perseverance to the mix, ready to accept the disappointment of their loss, take pride in what they have achieved together, learn lessons from every match played and every shot taken and move forwards with their eyes firmly set on next year’s World Cup.

    As Harry Kane has said:

    We will look back and look at things we could have done better. That is what we have to learn from … that’s football and we have to get over it and move on. We have to build belief from this, we have a great young squad. We have to dust ourselves down, hold our heads high and get ready for that tournament.

    It’s often said that we don’t know what we are capable of until we have to dig deep, pick ourselves up and overcome a set-back, and that we often surprise ourselves with what we can handle.

    By objectively measuring our resilience and perseverance, we can explore our strengths and identify and consciously work on the areas that can help us improve it, so  it will no longer come as a surprise that we can get through the challenges we face and come out the other side even stronger.

    Well done to the England Team and see you at the World Cup next year… we’ll be cheering for you.

     


     

     

    The traits, preferences and motivations listed above have been identified and benchmarked by Dr Dan Harrison and the Harrison Assessment. Resilience and Perseverance is one of the 10 Harrison Assessment Leadership Behavioural Competencies. This framework measures people’s individual skills and areas for development against 10 essential Leadership Competencies in an objective way.

    Each competency is made up of a series of essential traits, desirable traits and traits to avoid. Development candidates complete a short, online SmartQuestionnaireTM. Responses are then mapped against each of the Harrison Leadership Competencies which can then highlight areas of strength and areas for development both for an individual and for a team.

    You can download a sample Behavioural Competency report here.

    If you would like to find out more about the Harrison Leadership Behavioural Competencies, other pre-defined competencies, or indeed about creating a bespoke competency, please call us on 07768 922244, email [email protected] or leave us your details and we will contact you.

     

     

  2. PARADOX SERIES: POWER

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    As a leader, how do you balance asserting your own needs and wants with helping your team achieve their objectives?

    The paradox of POWER – what it can look like when the balance between ASSERTIVENESS and HELPFULNESS is off-kilter, and what it can look like when balance is achieved.

    Leaders need to be able to balance these two seemingly opposite traits – one dynamic and one gentle – to achieve optimal behavioural performance and balanced versatility.

    Harrison Paradox Technology is embraced by organizations world-wide as the best means to determine leadership capability and job performance by providing a reliable map of the paradoxical balances that make or break leaders.

    Find out more or contact us at [email protected] or on 07768 922244

  3. We get knocked down… But we get up again

    Facebooktwitterredditpinterestlinkedinmail

    These insightful Tubthumping lyrics will have been heard a fair few times over recent weeks and years as we have seen the England team move closer to a European trophy than we’ve seen in over 50 years (fingers crossed – touch wood!). And granted, this song is more about the singers bragging about their drinking prowess than leadership success, but the sentiment still rings true…

    It’s not necessarily the leader or the team who never fail that are the most successful, but those who fail, learn, and come back again and incorporate those learnings that can reap even greater benefits than ever. As Nelson Mandela says,

    The greatest glory in living lies not in never falling, but in rising every time we fall.

    One of the most important qualities of a leader is resilience. Developing resilience, combined with perseverance, will help us and our teams not only to succeed in the good times, but to learn, grow and succeed through the crises, set-backs and ever-changing landscape we navigate.

    Resilience and Perseverance – what is it?

    Someone who demonstrates resilience and perseverance is someone who persists in the face of adversity, obstacles or setbacks including effectively managing a crisis and quickly adapting to change. There are a number of supporting behavioural traits, preferences and motivations identified and benchmarked which we can consider as essential in contributing to this:

    Essential Traits

    • Authoritative: The desire for decision-making authority and the willingness to accept decision-making responsibility.
    • Optimistic: The tendency to believe the future will be positive.
    • Persistent: The tendency to be tenacious despite encountering significant obstacles.
    • Pressure Tolerance: The level of comfort related to working under deadlines and busy
    • Self-Improvement: The tendency to attempt to develop or better oneself.
    • Stress Management: The tendency to be relaxed and manage stress well when it occurs.
    • Wants Challenge: The willingness to attempt difficult tasks or goals.

    Desirable Traits

    Other traits that could be considered helpful though perhaps not as essential in building resilience include; analytical, collaborative, frank, influencing, relaxed, truth exploring, assertive, flexible and open/ reflective.

    Traits to avoid

    As with the philosophy of Ying / Yang – in that most things tend to work best when in balance – there are also a number of behavioural traits which need to be avoided that could seriously hinder developing and demonstrating resilience and perseverance such as:

    • Defers decisions
    • Inconclusive
    • Skeptical
    • Unresourceful
    • Avoids decisions
    • Blindly optimistic
    • Defensive
    • Rebellious autonomy
    • Avoids communication
    • Dogmatic

    3 reasons resilience and perseverance are important for a leader

    The world of work is filled with challenges and what currently feels like a constant need to be adapting to operational challenges, financial challenges and cultural challenges.

    1 – As a leader, it’s our responsibility to lead through the good and bad. Our team needs to know that, whatever else is going on, we are there to support them and to help them learn and grow from the challenges they face too.

    2 – Times of challenge can also be viewed as times of opportunity. Adapting to situations will require creative thinking and problem-solving. Facing and dealing with a crisis can offer a chance to show compassion and integrity. Getting through a struggle can give us a chance to develop and expand our leadership skill set and also to be a good role model for those around us.

    3 – Facing difficulties and helping our teams to develop and grow not just in spite of, but because of those difficulties will help to strengthen our relationships with our teams, and help to build engagement and trust.

    It’s often said that we don’t know what we are capable of until we have to dig deep, pick ourselves up and overcome a set-back, and that we often surprise ourselves with what we can handle.

    By objectively measuring our resilience and perseverance, we can explore our strengths and identify and consciously work on the areas that can help us improve it, so  it will no longer come as a surprise that we can get through the challenges we face and come out the other side even stronger.

     


     

     

    The traits, preferences and motivations listed above have been identified and benchmarked by Dr Dan Harrison and the Harrison Assessment. Resilience and Perseverance is one of the 10 Harrison Assessment Leadership Behavioural Competencies. This framework measures people’s individual skills and areas for development against 10 essential Leadership Competencies in an objective way.

    Each competency is made up of a series of essential traits, desirable traits and traits to avoid. Development candidates complete a short, online SmartQuestionnaireTM. Responses are then mapped against each of the Harrison Leadership Competencies which can then highlight areas of strength and areas for development both for an individual and for a team.

    You can download a sample Behavioural Competency report here.

    If you would like to find out more about the Harrison Leadership Behavioural Competencies, other pre-defined competencies, or indeed about creating a bespoke competency, please call us on 07768 922244, email [email protected] or leave us your details and we will contact you.

     

     

  4. PARADOX SERIES: COMMUNICATION

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    The paradox of COMMUNICATION – what it can look like when the balance between FRANKNESS and DIPLOMACY is off-kilter, and what it can look like when balance is achieved.

    Leaders need to be able to balance these two seemingly opposite traits – one dynamic and one gentle – to achieve optimal behavioural performance and balanced versatility and effective communication.

    What examples of leadership communication spring to your mind?

    Harrison Paradox Technology is embraced by organizations world-wide as the best means to determine leadership capability and job performance by providing a reliable map of the paradoxical balances that make or break leaders.

    Find out more or contact us at [email protected] or on 07768 922244

  5. 10 Leadership Skills to Measure and Develop

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    Great leaders possess specific strengths outside of their technical knowledge of the job they do.

    As a rule leaders tend to gain their positions through demonstration of exceptional skills in the operational side of their roles together with an enthusiastic and optimistic attitude and relevant experience. Operational expertise and experience are relatively easy to measure and as such dominate the decision making process of leader selection.

    But what about the rest?

    Most people would agree they would like their leaders to be competent, knowledgeable, visionary, progressive and decisive with excellent interpersonal skills, innovative and open to new ideas.

    How about a propensity for self improvement, a desire to lead, an outgoing personality, a reasonable level of self acceptance, a balance of analytical and intuitive skills, a balance of diplomacy and frankness and a balance between assertiveness and helpfulness. There is an endless list of traits we would like our leaders and upcoming leaders to possess.

    Here are 10 Leadership competencies you can be measuring and developing in your leaders…

     

    Communication

    Promotes & presents clear vision & initiatives. Speaks up regarding concerns, listens effectively, provides timely and helpful information, and takes responsibility to confirm communications are received.

     

     

    Energising People

    Motivates others to achieve goals, articulates a common vision, engages team members, relates openly, and empowers others to achieve.

     

     

    Learning Agility

    Gains knowledge from experiences, successes, and mistakes, and applies that knowledge to new situations or responsibilities.

     

     

    Problem Solving

    Perceptive and logical when identifying problems, finds the source or cause of problems, and thinks through potential difficulties of the solution steps.

     

     

    Resilience and Perseverance

    Persists in the face of adversity, obstacles, or setbacks including effectively managing a crisis and quickly adapting to change.

     

     

    Achievement Orientation

    Consistently achieves objectives, accepts difficult challenges, seizes opportunities, and has a high level of energy and enthusiasm.

     

     

    Impact and Influence

    Influence others to achieve goals, enlists their cooperation, appeals to their interests, builds trust, and negotiates mutually beneficial and sustainable agreements.

     

     

    Innovation

    Experiments with different ways to improve processes, efficiency, and/or effectiveness while maintaining focus on the desired objective or result.

     

     

    Leading People

    Takes responsibility to achieve the organization’s mission, provides clear direction, promotes team participation and cooperation, and accepts decision-making authority.

     

     

    Problem Solving

    Creates effective strategies and long-term plans to seize opportunities, anticipate issues and risks, draws from previous experiences, explores industry information, and collaborates with the right Individuals.

     

     


    The Harrison Assessment Leadership Behavioural Competency framework measures people’s individual skills and areas for development against 10 essential Leadership Competencies in an objective way.

    Each competency is made up of a series of essential traits, desirable traits and traits to avoid. Development candidates complete a short, online SmartQuestionnaireTM. Responses are then mapped against each of the Harrison Leadership Competencies which can then highlights areas of strength and areas for development both for an individual and for a team.

    As well as the Leadership Behavioural Competency other standard, pre-defined behavioural competencies are available. Bespoke behavioural competencies can be developed according to the requirements of your organisation and built around your own set of required traits and behaviours.

    You can download a sample Behavioural Competency report here.

    If you would like to find out more about the Harrison Leadership Behavioural Competency, other pre-defined competencies, or indeed about creating a bespoke competency, please call us on 07768 922244, email [email protected] or leave us your details and we will contact you.