I have just completed a course of swimming lessons which has meant I have improved my swimming for the first time since I left school. And this is a LONG time! At the end of the course, our teacher gave us a small piece of advice: always plan your swimming sessions. Don’t just turn up and start swimming. Have a plan for how many lengths you are going to do, what stroke, what you are practising. Otherwise you will almost certainly end up doing less than you want.
My response to this was to think of all the times I have taught motivation and the importance of goal setting. And how many people told me how useful it had been. And so I found (to my shame) thinking “I know ALL about this. There’s no need to tell me.”.
And then I remembered how I had just turned up to the pool on Tuesday without a plan and had ended up doing less training than I wanted even though I know how important it is to set goals and find ways to make yourself achieve them. Indeed, the reason I am swimming is that I have an event I want to take part in later in the year. So I had set the big goal (a 2.5K open water swim in July). I had then set another (sign up for swimming lessons even though this will make me feel rather uncomfortable). I had even downloaded an app to record the amount of swimming I was doing. But I had stopped there and missed a vitally important step. And my young swimming teacher had reminded me about this and I very nearly missed it.
I am by nature pretty scatty and resist formality (hence choosing to work as an academic I suspect!). But this means I need to remember to be planned and structured about things as it doesn’t come naturally.
I think this sort of thing happens quite a lot, so I wanted to pass on what I have learned here:
- Be watchful about complacency. Even when you are regarded as an expert, you need to make sure you are heeding the advice that you would give to others.
- Be planned. And if this doesn’t come naturally, remember to watch out for times when you revert to being unplanned.
- Surround yourself with people who compliment your skills. Easily the best way I have discovered of achieving this is first check your strengths using this tool. And then have your team do the same. And think carefully about what that tells you about where your strengths as a group are, where you compliment each other. And where your blind spots might be.
- Ask yourself this question right now: what am I learning at the moment? It is a fundamental human motivation to feel we are getting somewhere, that we are growing. And if you aren’t – either at work or outside – then challenge yourself to learn something. Anything!
I have written about how to use strengths in this blog, and if you would like to discuss how I might be able to help your team, do get in touch.
When you are trying to improve your abilities at work, you need to find what you are less good at and then work on that.
Actually, no. Recent research has turned this whole idea of personal development on its head showing that it is far more effective to focus on the things that we like doing the most – the things that energise us. And having done so, the work is finding ways to use these strengths to our advantage. Yes we have to acknowledge our weaker spots, but rather than work trying to make these weak spots into strengths (which really doesn’t work!) we should use the things we are best at to counter.
The trouble has been in the past that we are so much better at worrying about our weaknesses than working to our strengths. And yet psychologists have known for a very long time that because we really can’t change our personality it is really very hard to change the limiting things that stem from our personality. So it is far more effective to focus on what you are good at and use those skills to overcome the blind spots.
When I first heard about this approach, I was very sceptical. There is so much nonsense being peddled that tries to make us think that making major changes in our lives are easy. And in my experience these are never what they seem. So I needed to be persuaded. And I absolutely have been. Learning about strengths and becoming qualified to use the Strengthscope tools has completely changed my entire approach to learning and growth. Nowadays my approach to coaching is to establish what energises the client and then work on ways to leverage that. I have seen how this approach can transform working relationships and make people more effective – and happier – at work. Hyperbole? Put it this way, being brought up in a decaying mill town in the north of England means I am cynical by nature and 20 years as an academic makes me demand evidence.
There’s more about the instrument I use here but if you are interested in exploring how it could make a real difference to you and your organisation, do get in touch.
Many of us are relaxing at this time of year, but for some there is a nagging feeling that we need to make some changes in our work life. Perhaps you might be worried that you aren’t doing as well as you might. Or that there are problems with managing some people in your team. Or perhaps your relationship with your boss isn’t great.
Whatever it is, I am 100% sure you are not alone. People face work challenges all the time and it has been my absolute joy to help people through them. The key is that we already know what we need to do. We often just need someone to help us realise this, and then work out how to follow through.
And so I am suggesting you take a small step. Nothing too scary. Nothing that commits you to too much. So, what do I suggest?
Regardless of what the work problem you are worried about, I am pretty certain to have seen it before. I have been coaching all kinds of people for 20 years now in all sorts of jobs in organisations as different as global oil companies to small auto dealerships. From the Civil Service to banks. And I’d love to be able to help you through whatever your challenges are. Why not arrange for us to have a chat? I promise to listen and help you clarify in your own mind what the issues are and how you can start doing things differently this year. Oh, and this first 30 minute conversation is completely free with no obligations whatever. More details about my approach are here. You can contact me via this form.
Go on – this small step could be your “giant leap” forward!
As a psychologist I know only too well how people are driven by a complex interwoven set of drives, preferences and biases. And anyone who has tried to manage people knows how resistant to change human beings are. The leader is driven to improve, change and create and finds it frustrating when others are not driven in the same way. Some even go so far as to say it’s impossible to change other people – you can only change yourself (and that’s hard enough!). It is definitely true that changing someone’s behaviour fundamentally is not going to happen as the result of one initiative, project or intervention. But it happens best when it is done incrementally. And this is perfectly in tune with the underlying psychological research.
So what is Nudge all about? At the heart of it is one of the most well understood notions in psychology – reinforcement. This is where behaviour is monitored in some way and the ‘correct’ behaviour reinforced through reward. The other side of the coin would be to ‘punish’ the wrong behaviour although this is far less effective than positive reinforcement. This might sound underhand or even immoral but the technique is well understood and can be used in every workplace imaginable.
What is reward?
the main thing is that reward is not necessarily financial. Everyone needs to be appreciated and we all need to be certain that we are doing the right thing. I worked for a boss who was really very nice to me and always positive. but I was never quite sure I was doing the right thing. Was I focussed on the right projects? Was my style right? Was I doing enough? When I had my annual review, he said in so many words that I was doing very well and then was specific about what he liked about what I was doing and why. This was amazingly useful and I left that meeting on a high. But it would of course been so much better if he’d managed to do this earlier! I see my role now is to reinforce when he gives me this sort of feedback. Here’s a form of words:
” Thanks for that Dave. It is sometimes hard to know in the daily pressures of work whether we are putting out efforts in the right place so I really appreciate your telling me this so I know I am on the right track.”
Another example could be when I might not be focussed on the right thing and he tells me this. So I might respond:
“Dave, this is of course a bit difficult to hear because I am clearly not quite focussed on the right things. But it is so useful to have this feedback so I know what I need to change. I will work on this and perhaps I can check back with you to make sure it is now going the way you want it?”
So. Reinforcement is the first step. More of this another day!