How to Attract, Lead and Develop People to Deliver Results that Delight You E-Book

Denis Goodchild

• Herausgeber: Books on Demand
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 89

Veröffentlichungsjahr: 2022

Beschreibung

How To Attract, Lead and Develop People To Deliver Results That Delight You will map out the conversations you need to pay attention to and practise in order to flourish in this Networked Age. The book will equip you with new perspectives and tools to: Build and maintain a network that can help you attract people to your organisation; build stronger relationships and inspire people to grow and learn; gain commitment and achieve clarity on the work that needs to get done; and develop your people and get results that will delight you.

Leseprobe

Table of Contents

Foreword

Acknowledgements

Testimonials

Introduction

Conversations to Connect

Get visible and be helpful

Do we have anything in common? A Conversation for Relationship

How are you really doing?

I don’t like being incompetent

This is exactly what I mean

It is not my job to motivate you

Conversations to Clarify

What is possible here? – A Conversation for Possibility

I would be delighted if you can do this for me

That is great and we need a reality check

What, who and by when

Let me tell you why you would be perfect for this

Conversations to Deliver

You are OK, what happened here is not OK

I like it, keep doing this

Thank You

Before I tell you what I think

What has helped me in the past

OK, we are done

In summary

About the Author

Foreword

Around 100,000 years ago, early human beings began banding together to haul down larger, dangerous mammals and forage collaboratively. This cultural innovation of coordination of action by language has become the foundational innovation and distinctive skill of humankind. As these small bands began to live more permanently in settlements, clans, tribes and nations, so basic coordinated exchanges oriented around fairness evolved into the conventions, norms and institutions that depended upon shared intentions and gave rise to morality and justice.

These fundamental background skills of the human being have underpinned all our radical historical and cultural shifts. They enabled the elaborate rituals for property transfer in Roman times that enabled in turn a break from family and toward city and nation-states. These then ratcheted up into merchant trading and guild societies, modern industrial production lines and today’s advanced network economies.

In the 1980s and 1990s, Fernando Flores pioneered the application of new thinking around cybernetics, artificial intelligence and language and invented new ways of coordinating large-scale action and organisations in digitally-enabled, heavily networked work environments. Flores’s work with Terry Winograd, professor of computer science at Stanford University, in turn influenced the founders of Google and LinkedIn, which is where Denis picks up the trail.

I first came across Denis in 2012 when we worked together supporting large complex capital projects. Since that first meeting, I have watched as Denis has driven forward his inquiries into the emancipatory power of language and interwoven it with the development of emerging leaders as they come into their own and begin to coordinate largescale human transformations. In this book, Denis sets out for the first time his inventions that have taken this passion to explore how language underpins today’s postmodern, liquid and derivative-based economic life. If leaders are responsible for building the reputational, practical and symbolic capital foundations for their organisation’s future financial value, then their linguistic and embodied skills for managing networks of free agents becomes the signature skill of the age. I recommend wholeheartedly Denis’s practical account of how leaders can master this new and powerful skill.

Matthew Hancocks, PhD Missions that Matter Ltdhttps://www.afterautonomy.com

Acknowledgements

I would firstly like to recognise and thank the people whose theories and thinking have heavily influenced me and the contents of this book.

The three conversational domains and the thinking on moods are inspired by the work of Fernando Flores. I would also like to recognize Gloria Flores’s work on learning and navigating moods. Conversations with Matthew Hancocks helped me see the application of the three conversational domains within the The Networked Age.

Robert Fritz’s work on structural tension as a way to clarify and execute goals has been really helpful in both a personal and professional capacity.

Without Peter Thomson’s Book Writing Course this book would have remained a “nice to have”. I am very appreciative of the support, challenge and patience provided by Peter and his team.

And finally, I would like to thank Chris Goodchild, Cindy Marteney, Judith Ward, Leonie de Bot and Rosalind Frizt for their support and feedback.

Any misinterpretations, mistakes or omissions are all mine.

Testimonials

On behalf of the Astra Zeneca R&D leadership team, I would like to thank you for your dedication and professionalism in making the Constructive Conversations programme such a resounding success. I have personally been delighted at the consistently positive feedback that is reported after every event. The programme is recognised as one of the most successful development interventions we have ever run in AZ and as you know, it is now being adopted in other parts of the business. You have helped our leaders and managers to develop not only the competence but also the courage to tackle sometimes difficult conversations that drive performance and engagement in our workforce. These skills will be of great importance to our managers as we embark on a period of significant change in R&D.

Simon King, R&D HR Vice President, Astra Zeneca, Willmington.

Exceptional client centricity, demonstrates outstanding facilitation skills with multicultural audiences, understands multiple industries and can be sensitive and challenging with colleagues as well as clients.

Geneva Patterson, Senior Faculty, Center for Creative Leadership, Brussels.

Denis provided a great balance of tough challenge, quiet supportiveness and excellent insight which combined to give an invaluable coaching experience. His expertise in analysing a problem and providing thoughtful approaches to options to resolve it generated results beyond what I imagined would be possible in the time I had with him. His coaching also delivers a range of solid techniques which can be used to continue the good work even after the coaching stops. I believe that the outcomes of the coaching were a key contributor in my promotion from a senior manager role to a Director level position at the end of the time with Denis. I am happy to recommend him highly to anyone.

Tanya Heath, Director Internal Audit, GVC Holdings, London.

I’ve worked with Denis close to a year during my transition to a new and challenging role. He helped in my adjustment during a time when I also had a lot of personal changes as well. Thanks to his sincerity, his flexible approach and the mutual trust, we easily shifted to different topics and we talked about what’s important or relevant in any given moment in time; whilst not forgetting what we were focusing in developmental terms for the future. He uses a lot of credible evaluation methods, assessment tools and provides reading material to help keep the momentum throughout the relationship. Having a laugh at every meeting is also a very positive bonus. I’d recommend working with Denis when confronting unprecedented business and personal challenges.

Selim Giray, Vice President and General Manager, GlaxoSmithKline, Turkey.

Having gone through many leadership programs, I felt coaching sessions with Denis completely stood apart, since they were flexible & customized. Our sessions focused on the most recent & relevant situations, while keeping in mind the key development goal to be achieved by year end. We worked on many softer aspects of senior leadership like inspiring large teams from a distance, strengthening connect & reflecting authenticity through vulnerability – all of these charted out as clear tangible monthly milestones. If you are looking to enhance soft skills required for effective leadership – Denis can get you to smoothly build on them with simple day-to-day tangible practices that can help you track progress.

Samia Rais, Head of Sales and Marketing Vaccines, GlaxoSmithKline, India.

Denis helped me to lead more from the heart instead of prioritising task based leadership. I now work not only to change minds but win hearts. I am more empathetic and listen in a way that people feel seen and heard, even if I do not always agree with what some say. I am calm and constructive during emotionally charged conversations. Denis helped me see the value of building broader alliances and networks. My team and I have more visible profiles in the business which makes getting things done easier. These changes have helped me implement difficult change faster and more effectively at AstraZeneca, whilst retaining support from my department. I am more rounded as a leader thanks to Denis. A strong recommendation from me.

Dermot McGinnity, Senior Director, Astra Zeneca, Cambridge.

Introduction

The Industrial Age where companies offered life-long employment in exchange for loyal service is over. The stability and certainty that made this possible is being replaced in many industries by a business world which is more VUCA in nature. In other words, more volatile, uncertain, complex and ambiguous.

What is more, people coming on to the job market are not prepared to commit their working lives to one company. The technological developments of the last 30 years have led to a communications revolution. Information on companies, people and jobs is only a few clicks away. We are living through what Reid Hoffman, co-founder of LinkedIn, calls The Networked Age.

What has not changed is organisations need to attract, lead and retain good people.

The further up an organisation you move, the more your performance becomes rated on how you attract, develop and move people through the organisation.

A lot of your work as a leader is about building the competence and confidence of your people. Yes, you will lose people as they outgrow your organisation. This is a good thing. You will attract new people due to your reputation as a leader who develops people spreads through different networks. It is good for your career in the long term!

This book will map out the conversations you need to pay attention to and practise in order to flourish in this Networked Age. It will answer the following questions?

How do I build and maintain a network that can help me attract people to my organisation?

How do I gain commitment and achieve clarity on the work that needs to get done?

How do I support people to achieve results that will delight me and develop them?

My intention in writing this book is to break down and distill these conversations by offering insights, examples and distinctions. The more present you are to the type of conversation you are having the more likely you will get the result you and other people are expecting.

Each conversation belongs to a primary domain. By this I mean the domain where you use it most. And where its use is critical to that domain and the results you want to achieve. It will help you identify the conversation you may not be having or a conversation you need to repeat.

There are three domains where Leadership Conversations for a Networked Age sit.

Conversations to:

Connect