Inclusion is complex despite the positivity surrounding it and the recent promoting of inclusion within organisations. To develop ways of living and working inclusively we need to start with that standpoint.
An example of this would be an organization that requires its people to be inclusive, with a focus on religious competence and respect for teh purpose of explaining this piece. Yet, that can counteract with some religious beliefs, in and of itself. …
It is easy to avoid diversity and inclusion when it doesn’t feel aligned with your experience or if you feel that what is represented in those conversations somehow isn’t related to you.
This is a basic human response — Does it have anything to do with me? Does it benefit me? Does it reaffirm my view of myself?
Whether you belong to a minority group(s) and/or mostly identify with the majority groups the ability to choose not to care about diversity and inclusion yours or others … is a privilege.
Fear in and of itself is not a bad thing. On the most basic level, it protects us from possibly dangerous consequences, such as getting burned by the fire or getting hurt in combat.
The same principle applies to the topic of failure. Everyone reading this article has failed and will fail again at something, sometime in the future. For some people, the fear of failure becomes such a significant psychological threat that it overpowers their motivation to succeed.
Most leaders, experience a fear of failure at some point in their leadership duties. “Fear” and “failure” are not dirty words…
In this weeks episode of the Tilted Coaching podcast, in a snapshot, I speak about the impact of cognitive bias on being inclusive and how positive intentions, aren’t enough.
Each one of us has our own cognitive bias and as I continue to work around the topic of Inclusive leadership it is becoming increasingly obvious to me, that even those of us who feel like we have a handle on our own bias, can act out of bias unknowingly and mainly towards groups or individuals we have less understanding of.
You can Listen here to the 3-minute podcast.
Conflict can be described as something which is inevitable, but at the same time necessary and often required. Conflict offers us the opportunity to see opposing or different views from different perspectives, to bring understanding and awareness into the impact or the agenda of each party, and it offers us the opportunity to progress beyond our own current understanding.
However, often in organisations when conflict occurs, it becomes personalised and a position of war or unhealthy ground, instead of healthy conflict. The reason for it becoming personalized we will delve into next.
Often the content of the conflict has very…
Emotional intelligence is spoken about frequently in organisations, leadership development and soft skills training. It is considered the ultimate skillset that somebody requires to gain promotions into supervision, management and leadership roles. It’s discussed in 360 reviews and performance coaching.
The reason for this is that the benefits of emotional intelligence to an organisation have a direct impact on employee engagement and retention while also being able to be traced back to profit margins.
Some would go as far as saying that emotional intelligence reduces the likelihood of bullying in the workplace and the consequential lawsuits that might follow for…
We are all inevitably entrenched in today’s high feedback, high output culture.
There is an enormous pressure to accept feedback and continuously adapt to it at the same pace as we receive it.
Indeed, the cultural shift towards making immediate micro-adjustments in real-time increases the urge in all of us to take everything to heart and make drastic emotionally-driven changes within ourselves without much discernment.
It is essential for our mental health and wellbeing as well as our performance that we evolve the way we hear, understand, and respond to feedback.
Developing an informed process around receiving and implementing other…
Why management is confusing and difficult at times.
Effective management is essential for development, decision making, and problem-solving. It is a continuous learning process and requires strong communication and adaption skills. This will allow a manager to successfully transfer information, goals, and tasks to another person. Figuring out an effective leadership strategy can be confusing and difficult because it is a team effort and everyone involved has a part.
There are three important aspects of the management process:
The person being managed
The space between where the relationship dynamic is set up. …
Employee engagement is primarily about having employees who feel motivated to contribute to the workplace beyond their foundational or basic tasks.
Motivation to actively engage in something stems from a feeling, the emotion related to the action or the purpose of the action is a prominent indicator of how engaged any of us are in anything.
Typical strategies to increase employee engagement such as through perks or the “carrot and stick approach” can be seen in approached where reprimanding or offering bonuses are used. …
Why is everyone getting managers to do coaching and leadership training? Surely we are promoted because we can do the job? And do they really want us to make changes or just use different words? I am so fed up of the constant additional requests placed on me as a manager.
Managers are people, people need support and have limited personal and professional awareness.
Managers are no different, however if a manager is supported in developing and expanding their personal and professional awareness then they have the capacity to support their teams and the larger organisation in developing beyond the…