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.

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….

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 - 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.

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.

I love reading Seth Godin’s thoughts on his blog (me and millions of other people). Earlier this year I read his book ‘Linchpin’ and recommended it to people who I work with, because it gives insight into the need to go beyond procrastination. We don’t get round to things on an even bigger scale these days because there are just so many distractions.

Then a couple of weeks ago I bought Godin’s latest book ‘Poke the Box’ which I am about to begin reading.

The link above is to a post on his website which looks at our relationship with authority figures. I like the way he reframes in a really helpful way. Take a look and see if you agree.

I am looking for the point of balance between head and heart. It’s the dance between the known and the unknown. I have written before about the way in which so much of the work that we do is a performance. Well, that has made me think more about the nature of the performance. Sometimes we work from a very scripted place – at such times it might be a meeting with a formal agenda, clear goals and a project plan. There is little space for innovation or creativity. This is the head space.

Then, at other times we are drifting in creative space, looking for ideas. Perhaps we are brainstorming or generating new ideas in other ways. This is the heart space.

The place between head and heart brings these things together into a creative tension. The closest of comparisons would be with improvisation. Especially with musical improvisation. If you haven’t listened to a CD of one of Keith Jarrett’s live improvisations, I would recommend that you do. He goes onto the stage with the parameters of the live event as the only boundaries. Beyond that, he empties his mind of pre-conceived ideas and creates new and fresh music on the spur of the moment. It is remarkable to hear and incredible to watch.

It is this space that I am thinking about. Thus, somewhere between head and heart, we find a creative space of improvisation. It can come in giving a presentation, running a workshop, in a coaching session. When it arrives, we find that the words springing from our mouths are a surprise. The ideas that come forward are new, they form in the interaction with others. We find a completely new perspective in the connecting with others.

There is a huge literature on the idea of the charismatic leader. Some argue that this charismatic nature is born into the person and manifests as they show leadership qualities. Others believe that it can be nurtured.

I want to go for a very different take on this. But first, let’s think about the idea of the leader as performer. In fact, let’s look at the idea that we are all performing in the world each day as we get out of bed. The day is a performance – we are projecting ourselves on the world, having an impact on those around us. So, we have the idea of life and living as a daily performance.

Thus, it can be useful to develop similar skills to those developed by an actor. However, that is not to say that we are trying to mask authenticity and develop a false front for the world. If you sit in a theatre and watch an actor who puts on a false ‘front’, there is no authenticity to the performance. An actor has to learn to get into a part, find an authenticity in it and really convince the audience that they are the person that they are playing.

And this brings me to the point. Yes, in order to create real impact and have presence amongst those we work with or lead, we need to develop a performance. But the performance needs to come from a place within. We need to dig down into ourselves and find our authentic passion. What is it that drives us to do the work that we do? Once we are clear what it is, we can tap into it, find our inner passion and work from a place of authentic conviction. Then we are able to have a massive impact because anyone who talks with passion about something will have a significant impact on others.

1. Connect
2. Be active
3. Take notice
4. Keep learning
5. Give

The more I mull over these factors, the more I realise that they are the key principles to an active and engaged life. Try it yourself. Think about times in your life when you have felt at a low point. What a difference it would make if you connect with others, exercise, take notice of the things around you rather than being self-absorbed, keep learning and being curious, and give to others.

Interestingly, the New Economics Foundation has as its strapline “Economics as if people and the planet mattered”. In the current political climate in the UK, it would be useful to apply that message! Understanding the value of everything rather than the cost of everything.