Stuart Eglin Online » Personal Development

Learning Academy 2

Stuart — Mon, 28 Nov 2011 16:08:44 +0000

It has been a few months now, and the Academy is progressing really well. We have used the Myers Briggs Type Indicator and had a really useful workshop on that. Then we started work on our first book – ‘Transitions’ by William Bridges.

The book we are working on at the moment is ‘Do More Great Work’ by Michael Bungay Stanier. I wrote to Michael a few weeks ago to see if he would be interested in working with us. He lives in Canada so there were some practical difficulties to overcome. However, thanks to the wonder of Skype we managed to plan and deliver a 1 hour workshop at the end of last week. The technology worked beautifully thanks to a team with plenty of bright ideas. In the end 12 of us worked with Michael and we had a small camera crew in the
space with us to capture the event. This will be online soon on the work website along with a few small clips on YouTube.

One of the interesting things about the workshop was that we invited in some of the freelancers who work with us on various projects. It was a great opportunity to recruit the wider team to work together – and the
feedback from the freelancers was incredibly positive. “The first time in years I have had the chance for any personal development” said one of them.

All in all, it was an incredibly positive experience. Michael’s input was really helpful and very focused, and as a team it was a really productive experience. One of the team commented that it was as though Michael was in the room with us.

The Development Academy will continue over the next few months. I will post further feedback on its progress.

A Learning Academy

Stuart — Tue, 16 Aug 2011 15:40:34 +0000

I manage a small team in my “day job”. Recently, at team meetings I have been introducing some of the writers who have influenced me in my working practise. I have also shared a number of videos which I found particularly interesting.

At the last team meeting before the summer break, I introduced 6 books which have had a particular impact on the way in which I work:

Michael Bungay Stanier – Do more great work
William Bridges – Managing Transitions
Tom Peters – Re-imagining
David Allen – Getting Things Done
Robin Sharma – The monk who sold his ferrari
Stephen Covey – The seven habits of highly effective people

In the meeting we discussed the best way to work with these as a group. We decided that a form of ‘book club’ would be the best idea. So, we will each read one of these books over the period of a month and then have a discussion about it at the next meeting, looking at implications for the way we work as a team.

I guess you could call it a learning academy. I intend to further develop this academy idea as the months go by. I am also keen to look at ways in which we can use videos and other materials to build the learning. Hopefully this will help us as a team to build in a strong value base to our work.

Watch this space….

Ownership and demonstrating value

Stuart — Fri, 10 Jun 2011 16:10:38 +0000

A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.

Lao Tsu

The quote above represents a value which I regard as pretty central to the way I function. It is important to avoid the ego dominating the way in which we lead. Achieving what needs to be achieved is more important than getting recognition for it.

But this issue has been compromised for me recently. There is a natural tension between the idea of ensuring that people feel ownership for something, and the need to ensure that we demonstrate value in the work that we do. How do we balance that tension? I think earlier in my career I would tend to take Lao Tsu’s words to their natural conclusion.

Now I realise that we need to balance that with a bit of healthy pragmatism. If we don’t get acknowedgement for the value that we add to the world around us (not just in monetary terms of course), then it is difficult to argue for resources to continue to do our work.

As in so many things, it is a matter of striking a balance. And that balance will shift on different issues.

Roy Lilley

Stuart — Wed, 08 Jun 2011 15:44:46 +0000

If you have taken the time to look at the “About” page on this website you will have seen that amongst other things I have a work role in the NHS in England. If you work in it too (and let’s face it that makes you one of 1.3million people, so it’s likely), then you may be interested in the writings of Roy Lilley.

He’s an interesting guy. He used to be a Trust Chair and has worked as a consultant for a number of years. He has also written a number of really useful books for managers. All interesting stuff – but the thing that is really worth connecting with is his regular email that he sends out with perceptive insights into the ongoing changes in the NHS. You can subscribe to it by going to www.nhsmanagers.net .

He also has a book available for free download which I particularly like – it is full of tips and ideas gleaned from a lot of the writers who I admire. I also like the format – and it has inspired me to get back to ‘The Coaching 30’ book which I have been writing for the last year. I’m motivated now to get on and finish the book – so, thank you Roy for giving that final push.

Vision On

Stuart — Mon, 06 Jun 2011 15:36:03 +0000

Vision On - TV series from the 70s

Vision is what drives leadership. We need to feel a passion for what we do so that we can motivate others to work on it with us. That passion comes from deep within – down at our core. For that is the place where we find the drive that moves us forward with a crazy sense of purpose. And that drive comes about when we work hard at finding the vision.

Describing vision is like taking something that is achievable and then pushing it just a little further so that it takes us out of our comfort zone and into somewhere that is deeply seemingly beyond reach. Pushing this far out beyond the boundaries and underpinning it with core values that we have unearthed, is the way to find vision and create passion.

Go and look for your own deeper passion within. Find it and then talk about it to everyone you speak to – fashion it with the reactions you get until you see the energy shine in the eyes of those you share it with. Then you have a vision which can draw people in and achieve amazing things.

Networking: some key ideas

Stuart — Mon, 16 May 2011 17:23:43 +0000

We talk about networking as though it is something which comes naturally to some people. Are you a good networker, is a question people often ask. But like many things it is a skill which can be developed. Often people think of networking as being all about how we build up contacts and make best use of them. This is like thinking of a car as a place to put petrol. It sort of misses the point!

So, here are a few ideas / questions about networking to push the thinking into some of the mechanics and principles of the activity:

Who is in your network?

Think broadly about this. Not just people who are close friends or colleagues. Improve your skills at collecting contact details for people. To get you started, use a mind map (or spider diagram) to set out the people who you are in contact with. Each arm of the map reaching out from you at the centre can be a domain or area of your life e.g. family, friends, work colleagues, people with common interests etc. Work on this for at least 30 minutes. If there aren’t at least a hundred people on this mind map you haven’t thought deeply enough!

Do you have an effective network planning tool? Is it backed up effectively?

There are many ways of managing a network. I use Microsoft Outlook’s Contact Database to capture my network contacts. It means that I have details with me at all times as I use a blackberry. It’s a great way to capture people’s contact details as well as snippets of useful information about them if like me you have a poor memory. The database should be backed up so that system failure (i.e. your computer dies) doesn’t mean that you lose all your contacts.

Do you review your network regularly?

I go through my network at least once a month, looking for people who I need to get in touch with to ensure that I am keeping regular contact. It takes maybe five minutes to just skim through all of the names A-Z and check for anything that jumps out at me. I usually come away from this with a few people I should drop an email to, or phone. And I may see someone in there whose details need updating.

Do you archive dormant contacts, and do you capture all contacts no matter how fleeting?

A network needs to be up to date. The regular review helps you to keep it current. It’s also worth looking for people in the network who you haven’t been in contact with for some time. If there is no good reason to make contact now, archive the contact. Don’t delete it – you don’t know what is just into the future. You may have a reason to contact them which you are not aware of now. Try to capture contact details whenever you can. A business card, a phone number or email address. I input them into the database as soon as I can. If possible, follow this up with a quick contact if that is appropriate.

Who else should be in your network?

Take regular opportunities to review your network and think about potential gaps. Then take proactive steps to fill those gaps.

Do you have a worthwhile contact to make?

As I implied in the opening paragraph, effective networking is not about what you can get out of people, it is about what you can give. People are naturally suspicious of the “salesman” type approach to marketing where there is a pitch either explicitly there or implied. For effective networking it helps to begin by thinking about what you have to offer before you make the contact. That helps to maintain integrity in relationship building.

A key skill

It’s difficult to overstate the importance of networking. Relationships between us is what makes the world go round. The process of networking is at the heart of this. The first step of making the initial contact is something I used to find really difficult, particularly at networking events, conferences, seminars etc. I found a way round this by introducing myself and asking a quick question about the other person to get them talking about themselves. After a few goes at this it felt more and more natural. It has helped me to really enjoy the networking event.

The Coaching 30: ten to keep you going

Stuart — Tue, 16 Nov 2010 12:51:09 +0000

OK, I wrote a few months ago about the book I am writing called ‘The Coaching 30‘. Back in April of this year I sent out ‘The Coaching 30 - four for starters‘ to a group of 30 people to get feedback. This was really useful as it gave me lots of ideas for the manuscript as I continued to work on it.

Time passes, and I am nearly ready to send out the next instalment. It will comprise 10 of the 30 tips / ideas developed from my coaching practise. The distribution list is growing. Let me know through the contacts page if you would like to be included. What does that mean? Well, I will send you the pdf of the 10 tips and ask you to give me feedback on it – not a lengthy review, just your reaction and any useful comments you may have. I also ask you to send the pdf to anyone else who you think might find it useful.

So, do get in touch if you are interested.

The Coaching 30: #4 – Knowledge, Skills, Experience and Deliverables

Stuart — Mon, 24 May 2010 17:55:58 +0000

If you have encountered pay scales in the NHS, you will be aware that they were overhauled a few years ago. This was done using something called the Knowledge and Skills Framework (KSF) which was the basis on which comparative grades were built up in the service. The theory was that skills could be compared across professions, so that everyone (except for very senior managers and medics, interestingly!) could be put on a single pay spine with grades stretching from the most junior to senior managers.

Well, I was thinking about this the other day. I was in conversation with someone about how to best market oneself when looking to change jobs . (They were looking to change jobs, not me, I hasten to add). There is no doubt that the Knowledge and the Skills that you have are important attributes to describe. But if you stop there, the CV ends up looking very dry, just like everybody else’s. Sure, we need to describe our Experiences, the depth and breadth of it. That helps – but there is one more dimension to ourselves which really helps us to stand out from the crowd.

Deliverables – the things we have achieved in the jobs we have held. In some cases deliverables might be actual products – a report, publication, a new innovation. Sometimes it might be a significant change in a service. Identifying these deliverables – perhaps, 5 or 6 key ones – and setting them out clearly in your CV will really help to differentiate you. Above all else, it shows that you can really deliver in jobs that you do.

So, perhaps we should be talking about Knowledge, Skills, Experience and Deliverables.

Meditation

Stuart — Fri, 21 May 2010 15:56:29 +0000

Here I am, sitting on a train travelling back from London on a Friday afternoon, writing direct to computer. I’m thinking about some of the things that have pre-occupied me this week. There is so much chaos around for me at the moment. As an antidote to all the upheaval I am meditating regularly.

I have created a small “shrine” in the corner of a room. It is nothing sacred or special in the traditional sense. I used an upside down cardboard box covered with some really nice blue material. Then I placed a Tibetan singing bowl and a small oil burner on the top. It didn’t feel quite right, until I had the inspiration to place some cards on the top with pictures of Tibetan Buddhas (Vajrasattva, Medicine Buddha and Buddha Shakyamuni) on them.

I am sitting for about 20 minutes each day, and am contemplating a range of topics:

• Fear of death
• Fear of loneliness
• Fear of success
• Beauty
• Creativity
• Tranquillity
• Power
• Peace

Sometimes I just concentrate on the out breath and try to still the mind. These seem like two very different types of meditation, each with their own place. It’s curious, almost like a neurone realignment takes place after meditating. I feel like a different person.

The Coaching 30: #3 – A Working Model for Handling Change

Stuart — Mon, 22 Mar 2010 08:47:04 +0000

The model which follows was developed in a coaching session with a client who was experiencing a process of massive change for the organisation that she was leading.

At these times it is often difficult to see ‘the wood for the trees’. One can easily feel overwhelmed with the volume of work that needs attention, and confused as to the priorities. The model identifies three pillars of activity – business as usual, transition, and self care. The model applies equally to issues relating to the organisation as a whole and to the individual working within the change process.

The first pillar is the essential activities which the organisation needs to address to keep going whilst change is taking place. It is important to stay focused on this if organisational and individual performance is to be maintained.

The second pillar addresses the activities that need to take place to create the transition to the new. This may involve setting up time limited task groups, a wide range of organisational development activities, helping people to adapt to the change, offering key support.

The third pillar is important because it acknowledges the fact that it is all too easy to forget our own needs as leaders of change. Addressing self care ensures that needs are met, and resilience during the change is maintained.

Above the pillars sits ‘Legacy’ – the need to ensure that the organisation looks at the things which it has been doing in the past that need to be retained – either as activities or as tacit knowledge. Ensuring that we capture the legacy is a way of maintaining respect for the work that everyone has been doing.

Below the pillars sits ‘Values’. We work from a value base which determines how we function on a day to day basis, how we make decisions. It is important to stay in touch with our core values as we lead people through the change to ensure that we maintain integrity and are able to take people with us on the journey.

So, that is the model. How does it work? It helps us to see that there are activities in each of these boxes that we need to give attention to. In order to take things forward with balance we need to be mindful of activities in each box, so that we do not neglect any particular area.

The model builds on the work of William Bridges in his book ‘Managing Transition’, and on the work of Stephen Covey in ‘The Eighth Principle’ which looks at the importance of leaving a legacy.

The coaching client I worked with on this model found it really useful to orientate herself as she worked through the change process.

It helps to keep looking at the model and ensure that each of them is being given the appropriate attention.