delegation – Grow Mindfulness

Managing People with Confidence

I have been co-authoring a book with my colleague, Julie Cork. The book, Managing People with Confidence (to be published in 2025), is based on our co-facilitated, longitudinal, manager development program. We have conducted the 4-6 month Action Learning Program together for the past 16 years. The book is based on our experience of working with over 2,000 managers and draws on the Resources Book that we have co-authored and provided to Program participants.

I found it intriguing to read Ivan Cleary’s memoir, Not Everything Counts but Everything Matters. Ivan states very clearly that everything that you do as a leader/coach matters, whether you are in the public eye or not – it matters intensely to your team members. In our Manager Development Program and co-authored book, we make the fundamental point that as a manager “what you say and do and how you say it and do it” matters – it shapes your team and your team culture. We emphasise the need to manage mindfully – being conscious of the impact of your words and actions on members of your team. Ivan reinforces this message by sharing his own learning experiences as a leader and coach.

There are many elements to Ivan’s book about how he led Penrith to three consecutive premierships (despite early career failures and depression) that resonate very strongly with our long established approach to managing people with confidence. Below are some of the elements that we have in common with Ivan when writing about managing people:

Consciously creating a team culture: Ivan spends considerable space in his book stressing the critical importance of consciously establishing a team culture based on mutual respect, commitment and behavioural norms. Our Program emphasised this cultural element very strongly. We encouraged manager participants to think explicitly about the kind of team culture they are trying to cultivate and provided them with a model for developing a productive and mentally healthy team culture.
Building trust in the team: Ivan reiterates this time and again because it develops relationships and connection – so that people have a sense of belonging and become focused on the success and wellbeing of the playing team and all team members (including, in Ivan’s case, his Assistant Coaches and other staff). He emphasises the importance of leadership accountability and authenticity, involving honesty and owning your mistakes. We encapsulate these themes in our book by emphasising “congruence” – aligning your actions as a manager with your words. It means not just espousing values but personally acting on them so that you model your desired cultural values in your own behaviours, in your words and actions. This congruence, in turn, builds trust.
Giving positive feedback – in his early career, Ivan failed to do this and acknowledged in his book that it negatively impacted team members. He came to realise the power of positive feedback, acknowledging individual’s contribution to the overall positive team outcomes. The contributions will differ among players and non-playing staff but each person has a role to play for team cohesion and success and this needs to be acknowledged through positive, timely, sincere feedback by the leader/coach. It’s through positive feedback that we build employee’s self-belief and self-efficacy. In this way, we can also reinforce the desired values and related behavioural norms of our team.
Proving corrective feedback – failing to do this, can lead to self-deception and misconceptions on the part of an individual team member. Honest, open corrective feedback reinforces cultural norms, builds self-awareness and helps people make the quality contribution that they are capable of. Like Ivan, in our long-running Program and book, we have emphasised the need to provide such feedback face-to-face and in private to facilitate understanding and acceptance of the feedback.
Being vulnerable to encourage openness by team members: Ivan shared with team members (and in his book) that fact that he had experienced debilitating depression and anxiety at various stages in his career as an elite footballer and coach. By sharing his own vulnerability, he encouraged his team members to “speak up” about their personal difficulties and to draw on the social support of family members, friends and therapists. As managers, we can build trust and openness in our team by acknowledging our own vulnerability and sharing strategies to develop positive mental health.
Developing individual and team resilience: by providing stretch and helping people to use challenges to build character and grow in confidence in facing inevitable setbacks. In this way, we enable team members to grow and develop exponentially on all fronts – intellectually, physically and emotionally. In our Program and book, we provide specific strategies for building team resilience, through an approach we call “the 10 C’s”. Managerial congruence is foundational to this approach.
Delegating to team members and support staff: a fundament challenge for the leader/manager is to be able to “let go” to enable employees to grow and develop and learn through their own mistakes. In our book, we highlight the power of delegation and the disablement of others (and ourselves) that occurs when we fail to delegate. Ivan acknowledged that he learnt the hard way by trying to do it all himself. He recognises now that trusting others to perform and achieve builds connection, competence, respect and self-belief.
Mindfulness to overcome depression and anxiety: Ivan stresses the importance of being able to stay in the present moment to avoid experiencing depression (by focusing negatively on the past) or anxiety (by focusing negatively on the future). He discusses ways that different elite athletes have used mindfulness to restore their focus and concentration (away from negative-self-talk) in the middle of challenging encounters (with others or their own mistakes). Ivan reiterates the importance of mindfulness for “high performance” and positive mental health. Our own book and related manager development Program provides reflections and strategies to build managerial mindfulness, incorporating both reflection-on-action and reflection-in-action (the latter described by Ivan as “practising mindfulness in the middle of the football field” (e.g. joining our fingers to feel the warm of the blood flow in our hands). He maintained that so much of his day as Head Coach with the Penrith NRL team is taken up with providing information to players or “mindfulness practices”. Mindfulness helps us to become grounded and firmly focused on the present moment.

Reflection

Both Ivan’s book and our manager development Program and book (currently in production) reinforce the power of mindfulness. As we grow in mindfulness through reflection and mindfulness practices we can develop self-awareness, build resilience and grow in self-belief and creativity.

___________________________________________

Image by John Hain from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

How to Overcome Self-Protection to Create Personal Behavioural Change

Tami Simon, in a recent interview podcast, spoke to Dr. Lisa Lahey about her co-authored book, Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization. Lisa is also a member of the faculty for the Inner MBA, jointly conducted by Sounds True in partnership with New York University, Wisdom 2.0 and LinkedIn. In the interview, Lisa and Tami explore our self-protection mechanisms, the need for courage to overcome them and the importance of supportive challenge to sustain significant personal change.

Our self-protection mechanisms create an immunity to change

Our self-protection mechanisms are designed to protect our sense of self-worth and overall psychic health – they stop us from doing things that would be harmful to our psychic welfare. Research and experience demonstrate, however, that that many people in organisations find it difficult to make positive behavioural changes that would make them a better staff member or manager. For example, staff may not change inappropriate behaviour despite regular corrective feedback and a manager may not be able to delegate effectively despite their belief in the need for delegation.

Lisa maintains that the real barrier to these desirable behavioural changes is not a lack of procedural or technical knowledge but the need to change our “inner landscape” – made up of our beliefs, inner rules, feelings, self-stories and assumptions about our self, others, and our world. Many behavioural changes in an organisational setting require these “adaptive changes” – becoming aware of the specific, inner landscape barriers to a focal behavioural change and working consciously to remove them. This perspective advanced by Lisa lines up with our earlier discussion of “absolutes” and their impact on our thoughts, feelings and behaviours.

Lisa likens our inner landscape to our immune system which is a self-protection mechanism designed to protect us against infection. Our immune system, however, can also work against our physical welfare. This can happen when it becomes hypersensitive to foods that would otherwise be good for us and creates inflammation in the form of rashes, hives, and other manifestations of food intolerance and allergies. Another example is when the immune system rejects a liver or heart after a transplant. Our inner landscape, just like the self-protective mechanism of our immune system, can work against making and sustaining desirable, personal behavioural change (whether within an organisational setting or in daily life with our family).

Making adaptive change through the “immunity change process”

In her Book, Immunity to Change, Lisa provides a detailed four-step process for making adaptive change which she calls “the immunity change process”. In the podcast interview, she offered a brief description of each step and these are illustrated below:

Have a clear goal in mind – Clarity around your behavioural change goal is critical because it enables a focused exploration of your “inner landscape”. Lisa gave the example of her gaol to overcome the fear of public speaking. Here I will focus on the goal of improving delegation as a manager, drawing on my experience working with managers over many years.
Honest exploration of your self-sabotaging behaviours: As a manager, you might work against the achievement of your delegation goal by constant interference/ checking in with the person to whom you have delegated work (the delegatee), expressing a lack of trust in the delegatee’s ability to complete the work successfully, showing increasing signs of nervousness, and/or being unclear in your instructions/requirements when establishing the delegated task. These behaviours can feed your anxiety cycle and thwart effective delegation to the delegatee and, at the same time, undermine their confidence so that they do not do the delegated job very well (an outcome that reinforces your belief system about the threats to your self-worth involved in delegating).
Honest exploration of your inner self-protective goals: These inner goals lie beneath your self-sabotaging behaviour and provide the unconscious rationale for behaving in a way that works against the achievement of your goal. These self-protective goals could include trying to avoid the embarrassment of staff making mistakes, ensuring the security of your own job, maintaining a sense of superior knowledge and skills (“better than”) or avoiding being seen as lazy.
Identifying and challenging the underlying assumptions that give rise to the self-protective goals: These could include the assumption that if the delegatee becomes really good at their work your job will be at risk, they will see any poor work that you have done in relation to the delegated task, they might do it the wrong way if you don’t constantly check on them, you will be seen as incompetent if they do the delegated task poorly or you will lose control of the task and the delegatee and reduce your influence. These assumptions are interrelated and self-reinforcing, reducing your capacity to see possibilities and explore creative options. Once these underlying assumptions have been surfaced, you can challenge them by exploring alternative assumptions. Lisa suggests, for example, in relation to delegation, that the process could be seen as adding real value to the organisation and the delegatee by enabling them to be the best they can be. This not only contributes more fully to the achievement of organisational goals but also builds staff motivation and mental health through providing a sense of agency. Also, as neuroscientist Tali Sharot explains, you grow your influence by letting go.

Reflection

Our inner landscape acts as both a self-protective mechanism building our self-esteem and a self-sabotaging system that comes into play when we perceive that our self-worth is under threat. As we grow in mindfulness through reflective processes such as the “immunity change process”, we can become more aware of our self-sabotaging behaviour, our unconscious self-protective goals and the underlying assumptions that hold them in place. As we challenge our assumptions and associated expectations, we can break free of their hold over us and be open to creative options that we can pursue with courage and persistence.

________________________________________

Image by Peter Perhac from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Managerial Agency through Action Learning

In an earlier post I discussed how mindfulness enabled sustainable employee agency. I subsequently discussed the need to underpin mindfulness training with organisational interventions that develop managers and leaders and create a culture that is conducive to mental health and enables the realisation of the individual capacity-building benefits of mindfulness.

Building managerial agency through action learning

Previously, I discussed a particular longitudinal action learning intervention that addresses both manager and leadership development and appropriate cultural change. The Confident People Management program is designed to enhance the people management skills of managers and leaders.

One of the consistent findings about this action learning program, drawn from self-reports and external reviews, is that the action learning based, manager development program is an intervention that builds manager confidence to take up the authority and responsibility that derives from their managerial position.

The action learning based program builds managerial capacity to develop people management practices that are conducive to mental health in the workplace. Of note, is the development of managerial and employee agency embedded in the philosophy and approach of action learning.

Managers have the responsibility to improve their work environment, build the competence and confidence of their staff and establish a workplace conducive to mental health.

The authors of Mental Health at Work stress the legislative underpinning of a manager’s responsibility for mental illness in the workplace. They point, for example, to relevant Australian legislation such as:

Health and Safety legislation (which varies between States)
Common Law and related Case Law
Anti-Discrimination legislation
the Fair Work Act
Worker’s Compensation Legislation

Our experience with the Confident People Management (CPM) Program is that, despite the weight of this legislation, managers often need “permission” to shape their workplace culture and to engender employee agency through delegation, employee development and positive feedback.

The CPM Program, consistent with the action learning philosophy, incorporates a collaborative ethos and involves the participant managers in undertaking a project designed to improve the workplace environment and the way the work is done – thus engaging their employees in these endeavours which are designed to build employee agency.

Action learning, managerial agency and mindfulness

Action learning based manager development programs, properly designed, can thus build managerial agency which, in turn, activates the individual capacity-building benefits of mindfulness, seen from the perspective of both the manager and the employees.

As managers grow in mindfulness, they become confident enough “to let go”, develop deeper insight into their authority and responsibility, experience enhanced motivation and self-control to engage employees in improving both work and the working environment and, thus, creating a workplace conducive to mental health, not only for their employees but also for themselves.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of johnhain on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.