Tag: team culture

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.

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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.

Reflective Practices to Facilitate Managerial Mindfulness

In the previous post I discussed managerial mindfulness as an outcome of the Confident People Management (CPM) Program.  This form of mindfulness translates into conscious awareness about the type of team culture the manager is developing through their words, actions, inactions, and time allocation.  The cultural framework developed for the CPM program provides the catalyst for reflective practices incorporated in the program.

The manager’s role in shaping team culture

At the outset of our process of consciousness-raising within the CPM program, we reinforce the view that the immediate manager is the most influential person in shaping the team culture.  We say to our participant managers, “What you say and how you say it; what you do and how you do it; what you omit to do; and what you spend your time on; is shaping your team culture hour by hour, day by day.”  We acknowledge to participants that it is a harsh reality that “they get the team culture they deserve” – that their team culture is a direct result of what they choose to say and do and what they spend their time on.

However, we also explain to the participant managers that they have a set of tools at their disposal which enable them to shape team culture – the tools include congruent behaviour, active listening, setting expectations, positive feedback, and corrective feedback.  We then work with the managers through a series of experiential exercises and reflective practices that enable them to progressively build their awareness of how they are currently shaping their team culture and how they might proceed differently to improve both the productivity of their team and the mental health of their team members.

The cultural framework as a catalyst for developing managerial mindfulness

The CPM program is conducted over four to six workshop days, with the first two workshop days being adjacent and the remaining workshops separated by a month to facilitate practice on-the-job of the acquired skills.  Participant managers also conduct a workplace project (individually or in a team) to implement their learning from the program and gain greater personal insight and self-awareness.  The presentation of the results of their project to co-participants and their managers occurs on the final day of the Program.

The CPM Program offers many opportunities to develop managerial mindfulness through the following reflective practices:

  • Reflection on past experience: Participant managers are asked to reflect individually and in small groups on their experience of being managed by other supervisors/managers.  They then share in the small groups and the plenary group not only about their manager’s behaviour but also the impact that their manager’s words, actions, inaction, and time allocation had on them – on their feelings and their motivation.  This typically leads to a discussion about how workplace culture is shaped by managers – increasing awareness of the impact on team culture of their own managerial behaviour.
  • Exploring intention: Being conscious of your intention in any endeavour is a key element of mindfulness.  The centrepiece of the team culture model is congruence – aligning words and actions.  Participants reflect individually in writing on what kind of culture they are intending to create and how congruent their words, actions, inaction, and time allocation are with this intention. 
  • Debriefing experiential exercises: During the workshops, participant managers undertake experiential exercises focused on the elements of the team culture model – setting expectations, active listening, positive feedback, and corrective feedback.  They then reflect on the exercise in their group and share insights with the plenary group. This process facilitates the development of reflection-on-action.
  • Reflection on workplace practice: At the end of each workshop, participant managers are asked to consciously practise several skills in their workplace with their intact team during the intervening period between workshops.  Each new workshop begins with a small group-based reflection exercise.  The results of their reflection-on-action is shared with the larger group.  This often stimulates vicarious learning amongst the broader group.
  • Presentation of action learning project:  Participants are asked during their presentations to share what they set out to do, what outcomes they achieved (intended and unintended) and what they learnt through the program and their project.  This reflective process helps individual participants to make explicit their implicit learning.

Reflection

My co-facilitator and I have observed that the frequent practice of reflection-on-action during the CPM Program tends to cultivate the capacity to reflect-in-action, a process that involves being fully present on purpose.  As participant managers undertake reflective practices within the Program, they progressively develop the insights and skills of managerial mindfulness, awareness of how they are shaping team culture in the moment through their words, actions, inaction, and time allocation.  As they grow in mindfulness, the managers are more in tune with their staff, better able to be present when interacting and more open to influence and the development of staff agency.  This, in turn, contributes to the development of a productive and mentally healthy culture.

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Image by Evgeni Tcherkasski 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 Mindfulness

Over the past 12 years, I have been co-facilitating a longitudinal, action learning program for managers.  The initial program, Practical People Management, was developed by my colleague Julie Cork and Mike Nelson in 2004 to address the issue of poor-quality supervision that was negatively impacting the health of public servants.  Over time, different components such as managing change and managing generational differences were added to the content of the program resulting in a loss of coherence.

When Julie and I started working together, we began to pool our ideas, concepts, models, and experiences and repurposed the program as Confident People Management (CPM).  A key element of this change was the introduction of a cultural change framework to integrate the components of the program.  

We also became more conscious of the role the program played in assisting managers to create both a productive and a mentally healthy workplace.  As we explored the writings and research on mental health in the workplace, we became increasingly aware of the role that mindfulness could play in helping managers to develop self-awareness and self-regulation and to facilitate development of a workplace culture conducive to the positive mental health of their employees.

Action learning, mindfulness, and mental health in the workplace

We were conscious that the research on mindfulness demonstrated that developing mindfulness was conducive to positive mental health in the workplace and elsewhere.  We were confident that action learning also contributed to a mentally healthy workplace. So, I undertook research to identify what were the factors (active ingredients) that enabled both action learning and mindfulness to contribute to positive mental health in the workplace.

In a book chapter I wrote on the topic, Action Learning and Mindfulness for Mental Health in the Workplace, I explained how action learning and mindfulness are complementary and mutually reinforcing as they have the common intermediate goals of developing “self-awareness” and “agency” , both of which are conducive to positive mental health in the workplace.

Our initial efforts to incorporate mindfulness concepts and practices into the Confident People Management (CPM) Program involved adding a mindfulness session to the program content.  However, for various reasons, including time restrictions, this did not have the traction we had hoped for.

As we reflected on the CPM Program and its development, we began to reframe our facilitation processes as “consciousness-raising”.   More recently, in our lag time because of Covid-19, I have come to conceptualise a core outcome of the program as developing “managerial mindfulness”.

Managerial Mindfulness

Drawing on the definition of mindfulness proposed by Jon Kabat-Zinn, I have developed a definition of Managerial Mindfulness as follows:

Managerial mindfulness is the awareness that arises when a manager pays particular attention, in the present moment, on purpose, to the impact they are having on the culture of their team.  This involves consciousness about the impact, positive or negative, that their words, actions, omissions, and time allocation have on the development of a productive and mentally healthy workplace. Managerial mindfulness is developed through openness, curiosity, and a commitment to reflective practice.

Over time, we have incorporated a range of reflective practices into CPM that facilitate the development of managerial consciousness by participant managers.  Some of these processes are integral to an action learning approach, others involve strategic questioning around the manager’s role in shaping team culture.

Reflection

Both action learning and mindfulness contribute to positive mental health.  However, in any given context, mindfulness practices can take on different forms.  Within the context of the CPM program, experiential learning and on-the-job practice, combined with reflective practice, enable participating managers to grow in mindfulness.  As they develop and enhance their managerial mindfulness, they can more consciously and effectively develop a workplace culture that builds both productivity and positive mental health.  They become acutely aware of the impact of their own words, actions, inaction, and time allocation in shaping their team culture.

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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.

Leadership as Resonance

Ginny Whitelaw, biophysicist and global leadership coach, understandably frames leadership in terms of energy and resonance.  She explains that as humans we are made up of matter and energy – matter in the form of blood, skin, bones and energy in the form of our mind.  Ginny notes that the leadership function entails concentrating energy, your own and that of your followers, to create an organisational vision (capturing emotional as well as intellectual energy); develop the culture of a team (through energy alignment); and promote innovation (turning creative energy into new products, services and structures).  She explains that energy is always on the move, in constant transformation and continuously vibrating.  Her new book, Resonate, to be released in 2020 explores these concepts in depth and their many leadership applications.

Resonance – synchronous vibration

One way to define resonance is synchronous vibration.  For example, a room or a musical instrument is described as resonant when it amplifies sound vibrations and extends them by vibrating at the same time.  Ginny provides the example of making a loud sound over an open grand piano and noticing that some strings vibrate, and others do not – the strings that vibrate match the vibrations in your voice.  When things operate synchronously, we say that they are “in synch”.  So, in Ginny’s perspective, leadership is about creating real change and making a difference by achieving synchronisation of energy, our own and that of our followers – in other words, generating resonance.  She describes a leader as an “energy concentrator”.

Blocks to leadership resonance

Through her study of biophysics and martial arts (5th degree Aikido black belt), Ginny came to realise the very close connection between mind and body and the role vibration and energy play in human consciousness (the resonance theory of consciousness).  Her role as a senior leader in NASA, coordinating the 40 groups that supported the International Space Station, enabled her to understand that coordination involved energy alignment and resonance (vibrating “in synch”).

Ginny’s experience with martial arts and Zen philosophy heightened her awareness of the mind-body connection.  For example, she explains that fear holds back our achievements as leaders because it distorts our resonance – blocks our energy emission and reception.  She suggests that as leaders we need to go beyond our triggers that create fear in our mind and body.  The fears may have their origin in adverse childhood experiences or the negative self-stories that arise through our inner critic.

Ginny likens the effect of fear to the dampening of resonance created when several socks are placed inside a bell.  Even a bell designed especially for resonance will sound dull and clunky when the socks are inside it.  The socks are metaphors for our mental and physical blockages – the things that stop our personal resonance.  Our challenge as leaders is to remove the blockages – so that our voice is “as clear as a bell”.

Removing the blocks to leadership resonance

Ginny discovered through the impact of deep breathing on her asthma that clearing blockages requires being still, mindful breathing, and other mindfulness practices such as meditation, Tai Chi and yoga.  Reconnecting with nature and the multiple sources of energy in the environment also help to rebuild personal resonance.  Ginny explores relevant practices and exercises in her book The Zen Leader.

When you can achieve a level of integration between your thoughts, emotions and body you free up yourself to become your more “resonant self’.  Ginny explains that by achieving this integration we can emit a “clear signal” and “bring our one clear note to achieve our purpose” as a leader.

Reflection

I can relate fully to the concept of leadership as resonance having been involved in many minor and major change endeavours as a leader in organisations and in community.  The concept of energy emission and reception resonates strongly with me.  I also find that as I grow in mindfulness, I am better able to tap into my creative energy, enhance my ability to tune into others’ focus and energy and contribute to a purpose that is greater than myself.  Removing the personal blockages to my “one clear note” is a lifetime pursuit – a journey into mindfulness through meditation, Tai Chi and other mindfulness practices.

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Image by Valiphotos 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.