Winning Eagar Psychologists

A Touch of the JK's

noreply@blogger.com (Jared) — Sun, 28 Nov 2010 03:25:00 +0000

Recently I went and saw John Kirwan (JK) speak at the launch of his new book- All Blacks Don't Cry. The place was packed and everyone was treated to an entertaining evening with this very honest and charismatic NZ sporting hero. JK talked about his battle with depression while relaying a number of humourous stories from his time as an All Black. In particular he took the mickey out of his good friend Richard Loe on a number of occasions and had the audience in stitches.

His plight to break down the stigma associated with depression and to make it more acceptable for sufferers to seek help is both extremely commendable and particularly courageous. Especially considering his high profile status in a rugby mad country where traditionally men are expected to grin and bear any problems they experience. Anyway I wanted to share some of the pearls of wisdom that JK offered when he was talking about his experiences with depression:

"Don't ever give up but stop fighting it. The day I accepted it was the day I started getting better."
"I had to change as I had a perception of what a man was. I couldn't tell anyone that I was not coping as I was a man. That was my biggest mistake."
"The hardest thing was knowing what normal life was and what depression was."
"Do something for your soul every day."
"You've got to stop and enjoy the smalls things- like the pleasant feeling of the water on your back in the shower."
"The worst bit of advice I have ever been given is 'if you make a mistake you can never go back'. That is absolute nonsense!!! Just turn around and go back."
"Generally guys don't like to go to counsellors but they do like to read."
"If you get cancer what would you do? You would get all the help you could, so it should be the same if you get depression."
"If you fall over and it hurts then get up because you're a man, but if you soul is hurting then have a cry."
"Accept and forgive yourself."
"Success is what you want it to be. Just give it your best shot and if it doesn't work then it doesn't matter."

JK's campaign has been so pervasive in New Zealand that 'I've got a touch of the JK's' is now a euphemism for 'depression'.

What a legend!!!

Winning Eagar quoted by the National Business Review

noreply@blogger.com (Shanel Winning) — Sun, 14 Nov 2010 22:53:00 +0000

It's a very proud day for us when things we've been saying on our blog are echoed in the National Business Review!! See below for the reference to Winning Eagar Psychologists regarding the difference that psychometric assessments can make when they are used correctly.

NBR 12 November 2010 pp. 7 (click to enlarge)

Also, if you're interested in my blog post related to this topic about how to get the most out of using psychometrics, check it out here: Psychometrics for Candidate Selection.

Lastly, if you've been wondering about the recent appointment blunders (e.g. Stephen Wilce), you may also find this NBR article of interest: How to Smell A "Rat" in Job Applicants', as well as my blog post: How to Spot Candidates who Stretch the Truth.

Reference Checking - The Stag Who Got Away

noreply@blogger.com (Jared) — Mon, 01 Nov 2010 02:19:00 +0000

I attended a friends stag do on Saturday. The day had been rolling along quite nicely and we had been very gracious and polite to the fella. He seemed to be enjoying himself, and even appeared rather high spirited after being pelted with paint balls for his sins by the rest of us lads. Things were just starting to heat up as we visited a couple of bars in the city, but then the evening hit an all time low as the sneaky and cunning little man somehow managed to escape his own stag do. It was too late for us; by the time we realised he was gone, he had slid unnoticed out of the pub and moved swiftly to a taxi stand before making his get away.

This situation got me thinking about the importance of reference checking. As a boss how can you feel confident that your new hire won't be a quitter? How can you ensure they will have stick-ability and the mental fortitude to keep going even when faced with adversity and challenging situations? Or like the rest of the stag party, will you be left feeling let down and abandoned by somebody who you thought you had a good measure on? Will you need to stand over them and watch their every move?

Perhaps we could have done a little more homework on our friend before letting him out of our sight. We perhaps should have considered past examples of his shifty behaviour before giving him our trust that day. Perhaps he could have provided us with some referees.

Here are some tips to help you when it comes to verifying psychometric assessment, interview and CV findings with a candidate's referees:

Checking with the Referee
• Carefully prepare the list of questions you are going to ask. While you will also need to ask follow up questions based the referee's responses, prior question planning is essential for successful reference checking.
• Base your questions on the job relevant information (duties, role competencies, etc) collected from the psychometric assessments, CV, job application form and interview.
• Ask behavioural descriptive questions or questions about how the person has responded in past situations.
• Ask for examples to back up statements that the referee makes. Delve further into their descriptions and try to get a feel for their personal grading system.
• Check to see that the referee actually worked with the candidate and is a credible source.

So while this one got away fairly lightly, next time we will be more studious and make sure we know who we are dealing with and the kind of behaviour to expect.

Is "work-life balance" achievable?

noreply@blogger.com (Shanel Winning) — Mon, 18 Oct 2010 07:38:00 +0000

I was impressed by the extent to which one organisation focused on "supporting a 'work-life balance' culture" in a job description I read today. However, it reminded me of a recent study that suggests Australians aren't actually getting better at achieving a 'work-life balance' (despite the concept's existence and popularity for some time now).

I would love to hear what you think!

Why do you think the 'work-life balance' of Australians is worsening?

Do you think we'd see similar results if we surveyed New Zealanders?

Is it important to you to have a 'work-life balance'?

Do you personally have a 'work-life balance'? If so, how have you achieved this? What factors have helped or hindered the creation or maintenance of this balance?

Having asked a few friends why they thought some people struggled to achieve a 'work-life balance', many mentioned (1) the expectations of employers that employees will continually do more with less (especially since the recession), (2) societal pressures to have an amazing career and the material things to go along with it, and (3) people's expectations of themselves to be able to have and do it all, all at once.

I don't profess to be an expert in achieving perfect 'work-life balance' (mine is a work-in-progress that requires frequent monitoring!). However, it did strike me that of all the reasons given, there was only one that every individual could overtly control. Their own expectations of themselves. So, what are YOU expecting of you?

noreply@blogger.com (Jared) — Sun, 03 Oct 2010 18:18:00 +0000

So how do you sell consulting to a television audience? Just add some nudity of course. There is a British show on television at the moment called the Naked Office where a consultant works with a team for a week and their final daring challenge is to turn up to work naked on the Friday. Apparently it helps to break down boundaries and increase individual confidence so the team is more set up to work in unison. Not an approach we would adopt, but it definitely brings a new meaning to casual Fridays.

One theoretical model which I have found to be very effective when working with teams, although probably unlikely to have as much television appeal is De Bono's Six Hats. It has a range of uses, but I think the model is most valuable when applied to group discussion activities. If you want to do away with long unfocused meetings but still make well informed group decisions then De Bono's Six Hats Thinking might be for you. Admittedly the framework does sound a little touchy feely, however I assure you there is no group hugging or gemstones involved.

To give you a brief overview: There are six different coloured hats which all represent a distinct area of thinking. Teams who learn about the framework are able to don each coloured hat in an organised and time bound fashion e.g., "lets do some red hat thinking for five minutes". In doing so the group concentrates it efforts on one aspect of thinking at a time before moving on to the next. This helps to get away from the traditional unstructured chains of conversation which plague our meeting rooms, where members rely on an argumentative style by attacking another persons position and defending their own. The benefits for those groups who have adopted the Six Hats method are a reduction in meeting times, an increase in the quality of decisions due to all bases being considered and a more democratic feel to the process as the usual power differential of meetings is broken down and each members wisdom is drawn out.

Go here to find out more about the six colours. De Bono's Six Hats Thinking is a simple and effective tool for facilitating group discussions and the best thing is that everyone can keep their clothes on.

The earthquake's ongoing impact

noreply@blogger.com (Shanel Winning) — Mon, 20 Sep 2010 04:17:00 +0000

Although it's been more than two weeks since the Christchurch earthquake, we know Cantabrians are still suffering the effects of this event. It has been great to see our country rally around these people and ask "what can we do to help?"

As psychologists, our profession has also considered the practical ways in which we can offer some assistance. Take a look at the New Zealand Psychologists Society's website for some strategies for coping with and recovering from this traumatic event. Parents might find the tips for helping children particularly useful. And if you didn't experience the earthquake but know people who did, you might like to read the tips for supporting friends and family who were affected. There is also a handy "psychologist locator" for finding professional support in the Canterbury region. Please feel free to share this information with anyone you think might benefit from it!

Our thoughts are with you Canterbury!

Christchurch Earthquake- Critical Incident Stress Management (CISM)

noreply@blogger.com (Jared) — Mon, 06 Sep 2010 11:14:00 +0000

My thoughts go out to those in Christchurch who have had their properties damaged or been injured in the big quake that struck on Saturday. I cannot imagine how scary the last few days must have been for those in the quake zone, and how challenging it must be for those who are no longer allowed to return home.

In my experience of dealing with critical incidents people tend to be affected to varying degrees. Some of us tend to cope well in such a situation where others of us can experience extreme emotional reactions and in worst case scenarios we can develop post traumatic stress disorder (PTSD) if untreated.

Like other major disasters or accidents, the Christchurch Earthquake has evoked the classical stress response in people, or what is commonly termed the ‘fight or flight response’. I was watching the news on the weekend and listening to victims relive their experiences of the quake. Most had experienced a major adrenaline rush as they woke in the early hours of the morning to the ground shaking vigorously. When we are threatened the stress response is instantaneously activated. As part of this, the brain releases adrenaline into our system so that we are prepared to run away or fight the predator. So normally when we wake up most of us feel groggy and less alert for some time (I think for me this state usually lasts most of the morning), however when a disaster occurs or even when we get woken by an unfamiliar noise outside our window, the adrenaline ensures we are 100% alert in a matter of seconds.

While this primitive response does not serve us well in an office environment where it less appropriate for us to run away from or fight our boss, such a response is instrumental in ensuring we stay alive or avoid serious injury during a disaster.

Common Reactions to a Critical Incident

After a critical incident such as the Christchurch Earthquake it could be expected that most people will experience some reactions. These might include:

· reliving the tremor in your head (especially when faced with the numerous aftershocks),

· feeling anxious / tension,

· fearfulness,

· vivid dreams about the event,

· feelings of guilt (If only I had....),

· withdrawing socially,

· becoming preoccupied with the event.

The good news is that these responses are the brains normal way of coping with an event outside of our usual range of experience, and as time goes on they usually diminish in frequency and intensity until we feel back on track.

Recovery Following a Critical Incident

Victims of critical incidents such as the Christchurch Earthquake can speed up the recovery process by:

· keeping their communication up with family and friends,

· re-establishing a daily routine,

· keeping active,

· maintaining a balanced diet,

· limiting alcohol consumption.

These activities help us to make sense of the event and retrieve our sense of control.

Helping Others to Recover

There are also things you can do to help victims of a critical incident recover. Often we can tell that people are not coping if there are changes in their behaviour following the event e.g., somebody who is usually talkative may become quiet and reserved, or a person who is usually calm and personable may become snappy and irritable. You can help others to recover by:

· ensuring they have their basic hygiene needs fulfilled (food, warmth, shelter),

· providing them with a sense of safety,

· encouraging them to maintain communication with friends and family,

· helping them to re-establish a routine and maintain a healthy lifestyle,

· helping them to plan for memories.

Disclaimer: If stress responses do not dissipate within a reasonable time period following a critical incident, then we encourage people to seek additional support from a psychologist or similarly trained professional.

How to spot candidates who stretch the truth

noreply@blogger.com (Shanel Winning) — Sun, 22 Aug 2010 00:43:00 +0000

"A third of job applicants are guilty of telling whopping great lies during interviews, a new survey shows." (Click to see article on ninemsn)

Quite an alarming statistic, don't you think?

While the research is Australian-based, I think it is just as relevant for NZ organisations. I believe candidates should be treated respectfully and as though they have integrity. At the same time, recruitment processes should be robust enough to identify those who misrepresent themselves.

I don't think any process will ever be completely infallible, but a few simple tips you could try are:

Use structured interviewing to avoid the vague answers from candidates. Clarify the situation, the task, the action they personally took, and the outcome. If you've never been taught how to interview, consider upskilling in this area.

Use objective assessment tools, like psychometric testing, assessment centres etc. to supplement the information provided by the candidate. These things are harder to "fake" (but should not be the sole deciding factor - see next point).

Use multiple sources of information about the candidate to make your decision and avoid over-reliance on a single source.

Verify "facts". There are some things that are relatively easy for an astute person to spot. For other things, it may be worth engaging an investigative firm who specialises in pre-employment background checks, qualification verification etc.

Investigate discrepancies. A discrepancy does not necessarily indicate that the candidate has been untruthful, but it should signal that further investigation is required. A good recruitment process, in my view, allows for this. For example, if the psychometric assessments raise some questions or tell a different story about the candidate, it is helpful to check this out either in an additional interview or with a referee. (Using psychometrics as the absolute last stage in the process makes this more difficult!)

While honest candidates may find some of these measures a little "over the top" or even an insult to their integrity, I think a robust process actually benefits them. It means they will hopefully not miss out on a job because someone else is more skilled at embellishing their work history. And that is good for (mostly) everyone!

Cultural Differences in the Work Place

noreply@blogger.com (Jared) — Mon, 09 Aug 2010 11:57:00 +0000

I have just been reading Malcolm Gladwell’s book ‘Outliers’. It is a very interesting read and like his other two books ‘Blink’ and ‘The Tipping Point’ he somehow manages to put across ideas that are specifically relevant to actual work that I am doing at the time. Now that is gifted writing!!!

In ‘Outliers’ he talks about cultural differences in aeroplane cockpits and references Geert Hofstede’s 5 Cultural Dimensions (1980). The first of these cultural dimensions- Power Distance Index was used to explain the high rate of air accidents Korean Airlines suffered in the 80s and 90s. The Korean culture has a high Power Distance Index, meaning that underlings do not question people in positions of authority. After reviewing the cockpit recordings of famous Korean Air disasters, it was concluded that the cause was often the reluctance of first officers and engineers to question the pilot and say ‘hey mate, what they hell are you doing? Turn the window wipers back on or we’re going to crash!” Instead the timid lower echelon in the cockpit were recorded asking things such as “don’t you think it rains more in this area?” where in actual fact they knew the situation was so desperate that they may not be making it home for supper. On one particular recording the pilot actually slaps the first officer when he subtly asks a question out of concern of crashing.

Following the discovery of this power-distance effect, Korean Airlines put a lot of resource into training their flight crew and of recent times they have had one of the best safety records. Gladwell contends that these findings had a huge impact of pilot training globally and emphasised the need for onlookers to speak up and be assertive if they thought the person behind the wheel had made or was about to make a human error.

This section in the book in cleverly wrapped up by Gladwell suggesting that when you get onto plane you should be hoping that the less experienced pilot of the team is in the driver’s seat. This seems a little counter-intuitive but it definitely makes sense when considered in light of the Power Distance Index.

If you want an easy to read, engaging and informative book then I would recommend Outliers.

Finding Mr or Mrs Right - Candidate Selection

noreply@blogger.com (Shanel Winning) — Mon, 02 Aug 2010 10:03:00 +0000

Finding the right candidate should be more like finding the right partner in my view - "Mr Right" if you will. Unfortunately, some people approach it in a similar manner to finding the perfect pair of shoes. In doing so, they only partially benefit from a process that has so much more to offer.

Psychometric testing to determine "fit"

Choosing or recruiting candidates like you choose shoes is not a bad thing per se. It's an approach that recognises that not every shoe who "can do the job" is going to be "the right fit". Or match the outfit. Or be comfortable traversing your chosen terrain.

In recruiting candidates, this may translate to an approach that acknowledges that the candidate's ability to do the job is not the only determinant of success. Psychometric testing may be used to cost effectively, efficiently and reliably uncover some other factors, for example:

Are they a good fit for the role's requirements? For example, if the job is repetitive and detail-focused, the candidate will need to have good ability with details, but probably also have a preference for working with them.

Are they a good fit for the organisation's culture? For example, the candidate may have done the exact role elsewhere, but feel more motivated in your organisation because of an alignment of values.

Are there other factors that may undermine their performance? For example, someone may get bottom-line results, but by the way they behave, negatively impact the performance of their colleagues.

So what's the downside of this "finding the right fit" approach?

Simple really. This is where the process ends. With the shoe analogy, you either found the right pair or you didn't. With the right pair, there is nothing more you need to do. With a pair that's not quite right, there is nothing you can really do to fundamentally change the fit. They are what they are, and you'll just have to compromise (if you decide to buy them at all!).

In terms of psychometric insights, it means the assessment information is used to determine whether or not to hire the candidate, before being filed in a drawer to gather dust. And while this process is better than relying solely on information about whether the candidate "can do the job", it falls short of what is possible.

Psychometric testing to determine "fit", development needs, and how to manage and motivate

So how does equating choosing the right candidate with choosing the right partner help things?

You understand from the beginning that the success of your relationship depends on a number of things:

What your partner brings to the relationship (both positive and negative),
The environment / context that you conduct the relationship in,
What you bring to the relationship (both positive and negative), and
The support or resources available to you individually and as a couple if you want to (a) turn a good thing into a great thing, or (b) remedy something that isn't working.

With candidates this may mean:

Recognising the candidate won't be perfect. Often, the source of their greatest strengths are also the source of their biggest weaknesses. By having an accurate assessment of their strengths to leverage and their areas for development in relation to the job requirements early in the piece, you are better placed to make a good selection decision. And if you do appoint them, know what you will need to take action on to ensure outstanding performance in the role.
Acknowledging that the environment can enhance or hinder performance (e.g. tangible elements like systems and processes or less tangible elements like organisational culture). Even if these things never change, your actions as their manager can compensate to a degree (see point 3).
Understanding that what you do as their manager counts. Whether you hire a star with few development areas or someone with many, you can enhance their performance by managing them according to their preferences and what motivates them. Conversely, manage them inappropriately and even your star's performance may fall short of what they are capable of. Where there is a mismatch between the organisation's priorities and the candidate's values, your efforts to manage and motivate them will be all the more important.
Demonstrating support in word and deed. Going back to the assertion that no candidate is perfect, all can benefit from ongoing development tailored to their needs and priorities, as well as patience and grace for the imperfections that remain or are yet to be addressed. Ultimately, we are all a work in progress.

So my parting challenge is this - if you use psychometrics to assist with selection, why not also use the insights to help you "onboard", manage, motivate, develop and retain those you appoint? Not only will the organisation benefit, but I think you'll both be happier for it.

Can you Teach an Old Dog New Tricks? Changing Behaviour in the Workplace

noreply@blogger.com (Jared) — Thu, 29 Jul 2010 02:01:00 +0000

Well I don’t know about dogs, but I am pretty sure cats can’t be taught new tricks. Our cat Florence recently came back to us after being away for four months. Her departure followed a few weeks after shifting house. We had mourned her and figured that she was probably up with the big guy in the sky, so it was definitely a surprise when a chap popped around and said that our cat was living under his house on the other side of town.

Being a psychologist I have always been fascinated in behavioural change, and when Florence was a kitten and young cat, I used many of the psychological learning techniques that I had picked up through my studies in an attempt to mould and at times change her into a considerate and well rounded cat. Alas, disappointment has ensued as after all her tuition and even following her recent sabbatical she still doesn’t seem to appreciate where the money comes from to purchase her biscuits and at times still seems content to miss her kitty litter tray when going to the toilet, demonstrating little consideration to the those who then have to clean up her mess.

But what about people? Can people change? Well, like Florence it seems that as we get older our personalities become fairly static and there isn’t a lot of shift. However, in comparison to our feline friends we appear to have another level of complexity which allows us to reflect and alter our behaviours in order to compensate for any personality deficiencies we may be harbouring. This is definitely valuable when considering workplace environments and the different types of personalities that people bring to the table. From my experience though, there seems to be some people who are more able to change their behaviour, while others appear less salvageable and more concrete in their ways.

The key questions I ask myself when considering whether a person can change behaviour are:

1. Is this person open to feedback or are they resistant/defensive?
3. Are they self-aware and can they reflect on the impact of their behaviour/s?
2. Do they understand why they need to change their behaviour/s?
4. Are they willing and motivated to change their behaviour/s?

If I establish that a person is likely to change, then I start asking myself further questions:

5. Does the person know the specific behaviour/s they need to change and how to change these?
6. What support is needed to help them change?
7. Can the person visualise what effective change will look like?
8. How will their behavioural change be monitored and rewarded?

Good Luck!!!

Disclaimer:
It is fruitless and not recommended that you use these questions in facilitating behavioural change in your fluffy, four-legged friend.

Is stress serving you or stifling you?

noreply@blogger.com (Shanel Winning) — Mon, 19 Jul 2010 07:55:00 +0000

Do you feel like you're always going "full throttle"? Is stress such a common part of your life that it feels like you need a bit of it to get going? Are you always trying to do more with less?

How is it working out for you? Are you noticing any "side effects"?

I plan to talk more about stress, reasons for it, reactions to it and strategies for managing it in the coming months.

To kick off the discussion though, how would you feel if someone told you: To achieve more, you need to do less. Would you trust their advice?

I know it sounds both fabulous and irrational, so don't take my word for it. Have a look at this article - "Do less if you want to achieve more" (from the NZ Herald) - and make up your own mind on the matter!

Have a great week!

Personality: World Cup to the Workplace

noreply@blogger.com (Jared) — Sun, 11 Jul 2010 12:51:00 +0000

Wearing your heart on your sleeve- it’s got to have some benefits don’t you think?

I have been pondering this after watching the varying behaviours of some of the FIFA World Cup 2010 competitors. Obviously these are highly charged games, but as you would have seen, some teams appear extremely animated and a tad dramatic, where others seem calmer and at times expressionless. The Italians, Argentinians and Uruguayans play with such outward passion that it appears no feelings have been left in the changing sheds. This is in contrast to the Germans, the Dutch and even the Japanese who all seem to keep a much tighter check on their enthusiasm. The exception of course is when that ball hits the back of the net and that same worldwide celebratory response kicks in.

So what about a work environment? Is it better to show all of your cards or to keep a tight rein on those emotions?

Well, in my experience there appears to be arguments for both styles. Those who do wear their heart on their sleeve are generally easier to get to know. Their transparent and upfront approach means that others find them easy to understand and quick to build rapport with. These benefits can be especially good in sales or relationship building roles, where quick acquaintance is necessary. However, chuck in a high pressure situation and a bit of anxiety and the picture can change. Under pressure those with an emotionally expressive personality often appear more flustered and their moods can be inclined to fluctuate. If this occurs regularly their colleagues may become weary when approaching them or stand back thinking “who am I going to get today- happy Mertle or grumpy Mertle?” If unmanaged this less consistent approach can impede a person’s ability to lead a team and work effectively with others.

On the other hand how do those grey faced emotionally hidden individuals fare? If any, I probably fit more into this boat. I recall prior to our wedding, my good wife (fiancée at the time) saying things like “you’re not even excited about our wedding” or “where is your enthusiasm?” I had to try and convince her that while I was not appearing outwardly exuberant about all the bridal magazines cluttering up our house, inside I was actually bubbling with joy. This is definitely the downside for those who wear their heart in their chest. They are often misunderstood due to their more apathetic appearance, and they do tend to take longer to build rapport with those they meet. On the positive side, these individuals are less likely to become flustered under pressure and they tend to offer their employer a consistent approach to people and tasks.

So which style is best? Well I think Paul the Octopus would probably say that it depends a little on the situation, but one can benefit from increasing their self-awareness and knowing when to release or hold back the passion.

Job hunting? Top tips for surviving psychometric testing.

noreply@blogger.com (Shanel Winning) — Sun, 04 Jul 2010 20:25:00 +0000

Have you ever been asked to complete an ability test or personality test as part of a recruitment process? What went through your mind the moment you were told this was the "next step"? Anxiety? Delight? Curiosity? Annoyance? Confusion?

Now imagine how you would feel if you knew you had done all you could to prepare yourself. Would this help you face the process more confidently?

Today I would like to send you some tips on how to prepare for psychometric testing when job hunting. (For google's benefit, some may call this "how to pass psychometric tests" - not that we are giving away any answers!) All you need to do is send me (Shanel) an email in the next 2 weeks via our contact form, and I will email it out to you!

I personally don't know anyone who enjoys the thought of being "tested"*, but there are actually some benefits to you, the candidate, from completing psychometric assessments. Sounds crazy, but when you're done reading my tips, you may even start to hope that psychometrics are part of your job search process! Failing that, at least you'll be better prepared to face the inevitable.

Happy job hunting!

* As psychologists, we would rather not call it psychometric "testing" - but given that this is the phrase most people google, we are sort of obliged to!

The attitude of a successful coach

noreply@blogger.com (Shanel Winning) — Sun, 27 Jun 2010 20:53:00 +0000

What kind of attitude does a successful coach need to have? This is what I was pondering as I sent my eldest child off to school last week. Let me give you the context...

Surviving School - Parent as Coach:

In preparing for this monumentous occasion, I went through a range of emotions. A bit of sadness about my little boy growing up so fast. A bit of apprehension about all the new things he'll need to quickly master. And eventually, joy, excitement and most importantly, confidence. Confidence that he has the problem-solving skills to figure things out, and the resilience to cope if it all turns to custard!

In my role as "mum", I've tried to be a "parent-coach". To me, this means not intervening and solving all his problems before he knows he has any. It's also not about dictating exactly how he is to go about resolving any challenges he does face. In my view, it's about providing loads of encouragement, asking the odd question to help spur his thinking if he gets stuck, and both of us going on a learning journey together to discover new skills, facts and information. (Hence, my confidence about how he'd cope at school!)

Manager as Coach:

You've probably heard of the phrase, "Manager as Coach". One view is that it's the manager's job to get things done through other people, and that they'd do well to act more like a coach and less like an enforcer, micromanager, competitor or absentee!

If coaching my kids seems easy, then coaching staff should be easy too, right?

Challenges for Coaching Managers?

With all the competing priorities present in an organisation (e.g. bottom-line vs quality vs staff morale vs ...), I reckon coaching can sometimes be a challenge when you are a manager. Especially when you are focused on the tangible "goals" and the "things that need doing". Rushing in with the answer to the problem might seem easier, less time consuming and more likely to result in the action you want!

Helpful Attitudes?

In coaching my children, I am not as tempted to rush in with the answer all the time. Why? Because I understand the message that will send. "You are not capable of working this out for yourself, so I need to solve it for you." While not my intent, this is how they will probably perceive it!

Rather, my attitude is one where:

"Success" is defined as sustained, long term growth. It's not about "getting it right" first time or about avoiding "mistakes" at all costs.
Developing the person's confidence in themselves is key to growth. Without it, they may be less enthusiastic about trying things they've never done, practicing things they find challenging etc.
The relationship is paramount, and if you are going to strain it (by solving, dictating etc.), it better be for something very important!

I wonder if adopting this attitude with staff could make coaching them a little more natural too?

In the coming months, we will share some tips and strategies on how to be a successful coach in the workplace. In the meantime, if you're not already adopting this attitude with those you coach, how about giving it a try?

Disclaimers, oh the drag.... but ...advice is of a general nature so please apply with discretion!

My Time

noreply@blogger.com (Jared) — Mon, 21 Jun 2010 11:14:00 +0000

“I will complete my blog entry before midnight!!” “I will complete my blog entry before midnight!!” Unfortunately one of my less desirable behaviours was described very well by Shanel in her last entry. Yes, I am one of those people who tends to follow their own time schedule and doesn’t respond well or move to action quickly when told what to do. This undoubtedly drives others crazy, but for you out there who are like me, there are some simple tricks that will help lessen or at least disguise these annoying behaviours.

It actually astounds me to think that I have been able to operate in a military environment for so long with this kind of personality characteristic on my shoulder. I mean in the military you are supposed to be on time and be very good at taking orders. The orders have not been too much of a challenge for me, as I have always had quite a bit of leeway in my roles. However, keeping to other company procedures, like showing up to work on time, has always been a constant struggle. I think my managers and colleagues over the years have figured this out and know to expect that I will probably wander into work late. All I can say is ‘thank goodness for tolerant workmates and flexi-time’.

It’s not that I turn up late for everything. I am always on time when I am required to do a presentation or when I perceive that something is important. It’s just that sometimes things which others deem to be essential and urgent seem less important in my little world. So the key to beating this stubborn and unteamly behaviour is definitely to create accountability for yourself and to others in some shape or form. I do this by:

• Telling others what I am going to achieve and by when
• Trying to dig and understand why others feel a task is urgent or important
• Asking others to set deadlines for me – This is horrible but needs to be done!!
• Getting involved in team projects where members depend on one another

But I suppose the biggest trick is gaining self-awareness. While I knew I was a fairly determined chap (obviously phrased in a positive light) this area was definitely a ‘blind spot’ for me. It wasn’t until I undertook a particular personality profile that I started to see the ‘darker side’ of my determination, which subsequently became more evident when I was placed under pressure. So while it will always be with me, I am now able to identify the negative behaviours before they take over and apply certain techniques to limit the damage these cause when working with others.

Anyway, I had better go as I need to get to work early in the morning.

Managing people who promise, but don't deliver!

noreply@blogger.com (Shanel Winning) — Mon, 14 Jun 2010 06:11:00 +0000

Have you ever felt the joy that comes along with someone promising to take action on something important, only to be very disappointed days or weeks later when they have not followed through?

I know I have.

In fact, I had this happen just recently. As a psychologist who regularly measures this behaviour through personality testing, you might think that I should be able to "instantly tell" whether someone is prone to doing this. However, unless you happen to put someone through an assessment to get a “heads up”, it is usually something that is only evident over time.

Perhaps you’ve had to deal with it too. For example:

A partner who agrees to wash the car, then doesn’t get around to it as they busy themselves with other chores that you don’t even want done.

A staff member who always seems agreeable to your suggestions, but you find out later that they’ve chosen to ignore what you’ve said without telling you.

Or maybe a manager who, no matter how urgent your request, never gets back to you with a decision (even when they promise they will).

In just a moment, I’ll share five top tips for managing people who display this behaviour.

First though, why do people say they will do something when they don’t intend to follow through?

The simple (but not the only) answer is that they don’t want to feel controlled. They want to do what they want, how they want, and in their own time – not yours. But they don’t say this. Sometimes they don’t like conflict. Or they don’t know how to be assertive. Or they want to “save face”. The reasons are plentiful! (Or maybe they really do want to follow through but their organisational skills let them down.)

Sound like anyone you know?

So, what can you do to better manage people who are in the habit of not following through?

Here are 5 practical tips:

Tip Number 1: Empower them to set the action points and timeframe where possible.

Most people don’t enjoy being told, “Can you do this, NOW?” So try: “Here is what we need to achieve. What do you think is the best way of doing this?” Once they’ve set the action points, hold them to it. “Great, so can I rely on you to do X, Y and Z?” Then let them set the timeframe. “When do you think you will have this finished by?” Again, hold them to it. “By Friday? Great. I will email you a 10min appointment for your diary so that we can catch up about it on Friday. How does 2pm suit?” If they really are a repeat offender, don’t let their apparent cooperativeness fool you into thinking that you don’t need to make expectations and deadlines crystal clear. Send yourself (and them, if necessary) a file note to record what was agreed.

Tip Number 2: Do what you can to help make it happen.

Commonly, excuses are used to explain why they didn’t follow through. Pre-empt these and do what you can to minimise their use. Ask: “Are there any obstacles that you can foresee that might stop you from being able to deliver this on Friday?" and "What can I do to help ensure that this definitely gets finalised by Friday?” Maybe there is something else on their to-do list that is taking priority. Could you help them with that? Or if you’re their manager, can you help them delegate or reshuffle some of what’s on their plate?

Tip Number 3: If possible, explain why following through is important in terms that are meaningful to them.

If you need someone to do something for you, saying: “I need you to do this now so that I can make my dinner date” is probably not going to be hugely motivating. Rather, you should try to frame it in terms of “What is in it for them?” For example, “We really need to get this done urgently as Head Office is shouting a fancy dinner for the team with the most up to date paperwork.” Generally, a “carrot” works better than a “stick”.

Tip Number 4: Hold them accountable.

It is difficult to hold someone accountable when you have little more than a “gentleman’s agreement” that they will get onto it “as soon as possible”. However, if you have followed tips 1 and 2, it will be more obvious when they’ve ignored your request or failed to do as promised. You can then challenge them on it directly. How you do this will depend on your relationship with them, for example, are you their manager or are they yours? Either way, questions rather than accusations work best. Try: “We agreed this timeframe together last week. How come the report is not finished? How are you going to go about remedying this?” If they are your manager, a better approach might be to frame it in terms of “Why it’s bad for them”, for example: “Because I didn’t get your decision in the timeframe we agreed, the project will take longer than anticipated and blow the budget by $50k. Any more delays will cost us $10k per week. How would you like to proceed?” Put the onus of facing the consequences back on them where possible and if appropriate.

Tip Number 5: Don’t take it personally.

Regardless of whether the person is trying to intentionally annoy, undermine or frustrate you, don’t take their behaviour personally! If that is their intent, seeing you lose your cool will only give them more satisfaction. You can’t control their behaviour, but you can control yours. Either hold them accountable and deal with the situation assertively (by asking direct, calm questions) or, if it’s not important, let it go. Nobody is perfect all of the time! We all exhibit behaviours that annoy at least some people at least some of the time.

So in summary...

...don’t just push for a “yes”, try to get real buy-in to what needs to be achieved, stay calm and keep people accountable.

I loathe disclaimers, but - advice is of a general nature so apply with discretion!

Now that's fast! (An e.g. of "high service ethic")

noreply@blogger.com (Shanel Winning) — Mon, 07 Jun 2010 00:11:00 +0000

We've recently advertised our assessment, team building and career development and planning services in the HRINZ resource directory. We're so excited about it, and hope to meet lots more people through this avenue. Maybe you are one of them!

Our ads claim that we are "differentiated by our high service ethic" - a vague assertion that I'd like to qualify a little, by way of an example of a recent assignment.

5:30pm. A recruiter called, wanting a candidate to undergo psychometric testing. The results were required pronto!

7:30pm. Having completed the online personality test and values assessment, the candidate and I were discussing the results.

9:15pm. I started writing the report.

The next morning. Having briefed the recruiter, the client and I were talking about the report I had emailed them.

How's that for fast!

As owners working in the business, we take our client's needs seriously, and that frequently means we go above and beyond what is expected to deliver results.

As ethical psychologists, we ensure that a fast turnaround does not compromise the exceptional quality of what we do.

For example:

(1) we always write the report after we've talked to the candidate (you get the best insights this way!), and

(2) we always talk our clients through the results to ensure they are of practical use (not just a report to be filed!)

Usually, clients can expect the report within 24 hours of the candidate receiving feedback on the results. However, should you need it quicker than that, just let us know and we'll make it happen!

So, if you'd like a relationship with a service-provider who is differentiated by their high-service ethic, please get in touch!

We would love to meet you.

Next week: Tips and strategies for managing people who say "yes" but don't follow through.

Getting Our Blog Started

noreply@blogger.com (Jared) — Sun, 30 May 2010 10:27:00 +0000

So we’ve got a blog. I must admit it was a little daunting when Karen our web designer suggested that we should start utilising social media more effectively by blogging. To me it sounded like just another task, and I do recall thinking ‘who on Earth would want to listen to our ramblings when there is so much more exciting stuff on the web?’. However, everyone seems to be doing it, so let’s get started.

The first question I asked myself when thinking about blogging was ‘what do I write about?’ Apparently you need to write something that is marginally interesting and not too technical. Shanel was telling me about a blog that one of her friends writes, which she finds both interesting and enjoyable to read. She gave me an example of the latest entry that her friend had posted, which was about the colour of the nail polish that one wears. I don’t know what you think, but not being a nail polish wearing person, I struggled to relate and to get excited about this topic. I mean all I know about nail polish is that it makes your house smell like vivid and it can stain the carpet. I think I got the point though, in that people may enjoy reading about topics that are a little personal with some opinion attached.

Anyway, like all of our business undertakings to date, writing a blog is going to be a great learning experience and we’ll see how it develops. Being a psychologist I will definitely be writing about a few psychology related topics, but I am also keen to talk about the trials and tribulations of growing a business. Who knows, if content is thin then I may even be able to chuck in a little about fishing, or even the psychological strategies I have been employing with the wife in an attempt to get her onside with us buying a boat.