Answers make us feel like experts. They give us confidence to make a great sales pitch. But if we hold onto them too tightly, they can give rise to a dangerous leadership dynamic.
Questions make us feel uncertain. Uncomfortable. Even vulnerable. They require us to analyse our assumptions and risk our reputations as the ‘experts.’ But when we use them correctly they break us out of boundaries we didn’t understand we were working within.
Here we present the pitfalls of answers and the overlooked qualities of questions. As Peter Drucker said, “There are few things as useless, if not dangerous, as the right answer to the wrong question.”
Businesses invest an incredible amount of time and money in their leaders, and rightly so. But unless they invest in the right way, they are wasting precious resources, and crucially, their leaders remain undeveloped.
Hundreds of millions of pounds are spent on leadership development annually, averaging £1400 per manager in the private sector according to a survey conducted by CMI and Penna. So turning that into a measurable pay-off should surely be a priority, right? Here are five ways we have found that produce results:Read More (Read more about:How to stop wasting money on leadership development )
Roles are agile and changing – many won’t even exist in 10 years- time. How do we support managers to have meaningful performance discussions, when they lack the critical real time data and insights to drive that discussion?Read More (Read more about:The New Frontier for Performance Discussions! )
TPC Leadership offers Coach Training and Master Classes to support you in your personal and professional development as a coach in Dubai.Read More (Read more about:Coaching Courses in Dubai )
TPC Leadership Mindfulness Workshop 23 & 24 February 2017.Read More (Read more about:‘Put on your own oxygen mask before you help others with theirs’ )
The multi-faceted nature of its demands does much to explain why sustained, successful leadership is so elusive. Among those demands one which receives too little attention, in either theory or practice, is the leader’s responsibility for the way the organisation talks. I am not referring to the content of the organisational discourse, the subject matter […]Read More (Read more about:Talking leadership: deciding how your organisation will converse )
It is universally acknowledged that mentoring is good for the mentee, but what is less well known is the impact of mentoring on the mentor him/herself.Read More (Read more about:The mentoring advantage )
The global market is delivering leaders an invitation to become more culturally intelligent. To respond, we have to be willing to learn not only what it means to be culturally intelligent but also to unlearn a bit of what we thought we knew!Read More (Read more about:The ‘Diversity-Performance’ Equation – Debunking the myths! )
Engaging in work as a team coach can sometimes be a daunting prospect. Here we offer a guide of where to start and a structure that may support you in planning and designing a programme.Read More (Read more about:What do I need to know and what do I need to do when I am asked to coach a team? )
In the first 90 days new hires make critical decisions about their approach and strategy that either support successful integration into the role or alternatively, become derailers to successRead More (Read more about:Recruitment and coaching in the first 90 days )