For people who want regular personal or professional development advice from a qualified executive coach.
Did I Create a Systems Monster? Oops. Sorry 👾
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I have a long background in service and systems improvement. Twelve years or so ago I won an award at the Lean Healthcare Awards for this. That's lean as in the Toyota inspired methodology, not lean as in skinny. Prior to that I'd worked on systems in the software industry. Since then I have studied Improvement Theory at Warwick University Business School, Leadership at Ashridge Business School and Innovation at INSEAD business school. I've also taught "Leading in Complexity" nationally in the health service. But I sort of forgot my own expertise as I worked more and more as a coach. The reason for this is that I generally work with individuals now and so the systems expertise takes a back seat. Until a couple of weeks ago when I wondered if I could combine what I understand about leadership with what I understand about systems. The result is my Complexity Pressure Check, which is designed to help leaders see where problems in their systems are showing up as problems with their teams. It seems to have become a bit of a monster. You see, more people have tried this than any of my other diagnostic tools, which is great. But it is revealing a lot of unseen problems in organisations. How would you score if you assessed yours? Stephen -- If you’re curious whether coaching could help you find more clarity or direction, book a free 15-minute Clarity Call and we’ll explore it together. If you want help to think about where problems might be arising in your organisation, try my Complexity Pressure Check. For anything else, hit reply. I answer every email personally. |
HeRO Chronicles
For people who want regular personal or professional development advice from a qualified executive coach.
When things get tough in an organisation or company, people don't always behave well. Have you noticed that? Some people can get a bit childish. Maybe they withdraw, or they throw tantrums, or tell tales. Other people can get a bit parental. They start wagging fingers, telling people off and raising their voices. In other words, people stop behaving like adults and they regress into patterns they have known since childhood. And the worse the pressure becomes, the more likely they are to...
The most common frustration I hear from highly capable leaders is expressed in a variety of ways, but it can be summarised as: I can't seem to get anything done anymore! The frustration might be with themselves, for not being able to do the things they need to do. Or it might be frustration with their team, for not finishing things or getting them done right. When this frustration shows up, it is rarely about skill, confidence or motivation. More likely it is because people are being...
When things start to get harder for leaders, it isn't usually because of a lack of skill or effort. It is usually because the system around them has changed. Now systems are always changing and often they balance out, but, at some point they get out of balance and we don't know why. Decisions get harder. Deadlines get missed. Meetings lose their purpose. And the instinct is to wonder, "who is to blame?" But if leaders can take a step back and look at what's changing in the circumstances they...