by Nancy Watson | Professional Peace Pathways
Once again, one of my favourite thought leaders and authors is challenging current thinking and practice. For years I have been teaching how to deliver Effective Feedback, which focuses on observation and data rather than opinion, which is of course subjective. We have tried for years to de-conflict the feedback process so that it can help enhance skills and build trusting relationships.
In the last thirty years, we have been through so many iterations of feedback that it is hard to keep up with the ever-changing recommendations and practice methodology. In my employment experience, we moved from Critique to the Feedback Sandwich to Constructive Feedback to the more recent versions based known as Evaluative, Interpretive, and Positive/Negative feedback.
Now Marcus Buckingham suggests that we provide our reaction rather than a carefully curated feedback discussion. I find this intensely interesting. Interesting because ‘reaction’ is fueled by individual stimuli, both internally and externally driven, and I am wondering how we can refocus management coaching and consulting to embrace Marcus’ new thinking.
It appears that ‘reaction’ could be a useful alternative. It will take a thoughtful and empathic person to deliver their ‘reaction’ effectively and without the kind of language and tone the destructive and over-used ‘constructive’ feedback process has delivered previously.
What are your thoughts?
by Nancy Watson | Professional Peace Pathways
Understanding the difference between managing and leading is crucial for individuals aspiring to excel in their professional careers. In this blog post, we will explore the fundamental dissimilarities between management and leadership and how these qualities complement each other to drive organizational success. Management and leadership encompass different skills and traits, each serving a specific purpose within an organization.
How They Differ
Management primarily involves organizing and coordinating resources, processes, and people to achieve specific goals and objectives. Managers are responsible for planning, budgeting, staffing, and controlling various aspects of a project or a team’s activities. They ensure that tasks are executed efficiently, within budget, and according to predefined timelines. Conversely, leadership focuses more on inspiring and guiding individuals toward a shared vision. Leaders set the direction for the organization, create a compelling vision for the future, and motivate others to achieve these goals. They possess excellent communication skills and can influence, inspire, and empower their team members to perform at their best.
Authority vs. Influence
Another critical distinction between managing and leading lies in how they exert their impact. Managers typically derive their authority from their position within the organizational hierarchy. Their directives are usually based on the power granted to them by the organization’s structure. On the other hand, leaders gain influence through their ability to inspire and connect with their team members. Their influence is earned through trust, respect, and how they support and empower their colleagues.
Conclusion
Management and leadership are distinct yet interdependent aspects of organizational success. Managers bring order, structure, and efficiency to daily operations, while leaders inspire and motivate their team members to achieve extraordinary results. Both roles are indispensable, By understanding the differences between managing and leading, professionals can better develop the necessary skills to thrive in their careers and contribute to their organization’s growth and prosperity.
Which Hat Do You Wear?
by Nancy Watson | Personal Peace Pathways, Professional Peace Pathways
The cost of the problem is always more than the cost of the solution!
Consider the toll conflict has on you personally or professionally. It undermines relationships, professional performance, and organizational effectiveness and contributes to mental health states that tax our medical system and us personally. Does it make sense to ignore it and hope it goes away, that they were having a bad day, or that they had a ‘big’ difference of opinion?
If we can’t or won’t listen to those around us, even when we have a different perspective, we miss one of this life’s most significant opportunities; to learn and grow because we are exposed to other views, and thus our worldview expands. So does our tolerance and empathy; we can embrace new ideas, experiences and people. Other humans are wonderful creatures, we just have to let them in, and peace makes that possible.
by Nancy Watson | Observations on Conflict, Professional Peace Pathways
Quiet Quitting is just the latest shiny object.
We have talked about Quiet Quitting in our organizations and the media for months. There has been much speculation as to its exact nature and underlying causes. Some say it is an evolutionary change in how we conduct our economy as profound as when Henry Ford introduced the moving assembly line. Others believe it is a combination of factors such as changing demographics in the workforce or societal changes before Covid, which intensified over the 2+ years of the pandemic. Regardless, expectations of today’s workforce have altered such that the hybrid workplace and forced return to a physical location have created an environment that is neither motivating nor appealing to a large percentage of the world’s workforce.
Gallup’s 2022 World Work Report
Gallup’s report found that 61% of the world’s workforce quit quietly, while another 23% quit employers. In North America, which provided the highest responses, the percentage has dropped since 2022, as there has been a significant decline in job opportunities over the past year. For financial security and other reasons, workers stay put and provide the minimum effort necessary to remain employed. Surprisingly, aside from security concerns, 41% of the workers attributed their dissatisfaction with their employer not to pay and benefits or the actual job they performed but instead to the workplace environment – citing its toxicity and archaic and over-burdensome management practices and culture as the primary reason for their discontent. Also surprising is this Quiet Quitting mentality is not relegated to the mainstream workforce but includes all levels of management up to and including the C-Suite folks.
Other Perspectives
Perhaps it is time to go back to look at the work of people like Drs. Amy C. Edmonson (The Fearless Organization: Creating psychological safety in the workplace for learning, innovation, and growth) or Duena Blomstrom (People Before Tech: The Importance of psychological safety and teamwork in the digital age). Their carefully considered analysis and solutions to improve the workplace environment may be what the doctor ordered!
