Archive for the ‘Teamwork’ Category

Leadership for a new decade

Friday, January 15th, 2010

The start of a new decade may not command the razzmatazz of a new millennium (only a decade ago) but it is worth noting nevertheless. What have we in store?

We read that the Chartered Management Institute’s Future Forecast survey suggests that business leaders recognise the importance of looking inwards and that putting staff back at the heart of their organisations will enhance their chances of a speedy post-recession recovery. We also hear the Work Foundation has proven a link between outstanding company performance and people-centred leadership.

Here is confirmation of what we have long believed. There is little doubt that organisations are shaking off the vestiges of the scientific management paradigm and seeking something more sustainable and wholesome. That means involving and engaging people rather than treating them as assets to be managed. It means we need a new kind of leadership – leadership throughout an organisation not just figurehead leadership. It means changing how people see and value their diversity and how we bring them together in creative relationship. It means helping people to appreciate the value of their unique contributions and to discover ways to serve the greater good. It means breaking free from past dysfunctional systems (e.g. bonus culture) and inventing something better.

People are at the heart of organisations and organisations serve people, so organisations need to organise themselves around their value-adding stream. The start of a new decade and emergence from recession give us all wonderful opportunities to re-think, re-conceptualise and re-invent your organisations nearer to your heart’s desire and nearer to what works.

Here at CMC we are developing the threefold nature of our business to better serve you, our customers.

We can offer you our deep experience in facilitation, designing and running bespoke processes to help you develop the leadership, the teams and the strategies to engage people and keep you abreast of change.

Our High Trenhouse ‘innovation centre’ provides the ideal venue and ambience to develop your strategic teamwork.

LogoVisual technology provides facilitation, training and the processes and tools to help you embrace the new decade’s shifting priorities.

Call us and we will be glad to meet with you to explore what matters to you, what concerns you currently and how our processes can help ensure you keep ahead of the game.

Learning to Learn

Monday, December 7th, 2009

We all believe we learn from experience but it does not happen automatically.  Laying blame, making excuses or giving explanations are ways in which we avoid learning, endemic in organisations, the media and society at large.  The result is that mistakes are repeated and systemic faults are perpetuated.  Hence we need to learn to learn from experience instead of abolishing the impact of the errors that inevitably happen.

The most appropriate medium for learning is the work that you do.  However, learning to learn is best done by using experience that is not career limiting or impacting on clients.  This can be almost any activity so long as lessons are drawn from it. Tasks that involve collaboration and problem solving are likely to yield the most learning.  If you want a comprehensive development process be sure to root it in experience rather than just theory. The activity needs to be well chosen according to learning needs and carefully reviewed to draw out salient lessons.

For twenty years Centre For Management Creativity  has successfully incorporated experiential learning, using a great variety of media, including outdoor activities, into strategy innovation, team and leadership development.

getting experience as the basis of learning

Getting Experience as the Basis of Learning

High Performance Teamwork

Monday, August 10th, 2009

We hear a lot about team building but often what is on offer is little more than a shared adrenalin rush. Getting excited together or sharing adversity can develop a kind of bonding.  However, this seems far short of what is needed for high performance teamwork and far short of what can be achieved.

High performance at work requires high levels of mutual support and trust but also requires high levels of attuned awareness and mental capability.  How well can members of the team think together?  To what extent are they sensitive to what is happening outside the team and within it?  How well are they able to learn as they go, re-inventing their mental models to match emerging changes in their environment? How is each team member able to contribute and develop their potential?

This suggests the need for a kind of team development that is much more subtle and sophisticated than most providers aspire to.  Such team development is not about having a good time together (though that might be a by-product). It will enable people to relate better, to think better, to better grasp complex issues, to see the forest as well as the trees, to respond creatively to challenge.

Teamwork

Teamwork