Lessons from building a cabinIt's been a struggle. In the heat lugging around 6 metre lengths of heavy timber. Sun beats down. Sweat beads on forehead. Up the ladder. Down the ladder. Searching for shade, any shade.
This summer my partner Simon and I have been building a cabin in the Coromandel. And it's been freaking hard work.
In this video I talk about how to set your team up for success in 2019.
When was the last time you had a “good talk” with someone about something important?
In my line of work, I observe people having these “good talks” quite frequently. I am in a unique position in that I have sat in more of these talks than many of you reading this blog. I get to see how different people approach things, and provide them with support and skills to get better at having these conversations.
I have observed a lot recently that people having these chats just talk AT the other person.
That little voice in your head - it can be really nasty!
Often we don't like to admit to ourselves that we spend a great deal of the day beating ourselves up. And yet that voice can drag you down.
Learning to step into yourself as a leader is much easier when you learn to control the voice.
My life has recently been dominated by weekends developing a section on the Coromandel. This weekend we had one of our biggest challenges yet. Moving a 3.5m wide x 3.0m high 350kg water tank into a tight spot.
My partner Simon and I had no idea how we were going to do it. Just that it would be done. Sitting here now relishing in success, it occurred to me that it has similarities with organisational change. Let me explain.
Sometimes life has an unusual way of working. And so it is with the genesis of this blog.
You see two things in my life collided today with great results. The first thing was facilitating a leadership development session with a lovely bunch of people (part of which is to learn the skill of coaching). The second thing is wanting to get started on blogging and vlogging again.
I was talking to a colleague when I realised that in our five minute conversation, it had all been about me.
All me, me, me. What I had done. What I thought. My challenges. My week. My day. My job. If they said something, I managed to bring it back to - you guessed it - me! The moment I realised this, I was so embarrassed. I was being one of "those" people.
Don't let not being a natural "peopler" get in the way of your success at work. If “peopleing” doesn't come naturally to you, these strategies will help you:
Feedback is a ninja leadership skill when done well- it helps others improve exponentially, it helps build a learning culture, it helps support an agile / lean environment. But done poorly, it can have serious ramifications for your leadership and culture - a lack of trust, openness, people pushing things under the carpet. Check out these six ways people regularly screw up giving feedback, and see what I recommend to do instead.
Carl Jung spotted the distinction between introverts and extroverts in 1921. Tests such as the Myers-Briggs Type Indicator show that about one third and a half of the population are made up of introverts.
From interviewing many people in the tech space and working in it for many years, I believe we can make an assumption there is an over representation of introverts, especially within the technical roles themselves. Not to say that everyone in tech is an introvert, far from it. Yet, anecdotally at least, it seems introverts are drawn to coding.
Onboarding is of vital importance to a growing company. I believe there are only two things more important, being vision & values (counted together); and hiring.
You see, when a new person starts with you, they know very little about how things work.
In 2016 I spoke at Microsoft Ignite about how to keep yourself under control when everything is out of control.
From that I stumbled upon this idea of teaching techies how to people. You see, everyone I spoke to said the same thing : “those techies, they need to learn how to people”. The idea I got from people was that because techies were introverted peeps who would rather spend hours in front of computer vs talking to people, they hadn't developed great people skills.
So began a project to figure out how to teach these techies “how to people”.