5 Minutes on…
Team working has become more of an imperative as organisations de-layer. The roles of Supervisor and Middle Manager are becoming increasingly rare and often groups of people need to form themselves into teams, establish decision-making processes and find ways to work together effectively and learn. For the Leaders of Teams, there is the added complication of knowing when to lead from the front, when to act as a coach, a facilitator or a mentor.
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In several professions, we do not ‘look after’ our most valuable, and dare I say expensive, human resource. Senior leaders under tremendous pressure are left to cope on their own. Some can. Some can but at a great expense to themselves and maybe colleagues they interreact with. Some leave the profession. Is a sink or swim attitude wise or effective for an organisation? So, what can we do? Find a person to support the senior leader. In schools, I heard people say speak to the Chair of Governors; in charities the Chair of the Trustees; across many industrial sectors leaders are recommended to speak to whoever is their line manager; the next person in the chain. Chair of the Board of Directors. Really!
This is crazy in my mind. Would you tell the person above you in the system that you are having difficulty? They will be placing an advertisement for your job as the door is closing when you leave their room. Okay, not always but…
Having worked and had knowledge of other occupations I discovered the concept of supervision or clinical supervision. This I promote in my professional world as Non-Managerial Individual or Group Supervision. In this arrangement you are being supported by someone or group of colleagues who have no managerial responsibility for you except as a fellow professional (and as a human).
This piece has been contributed by Jonathan Block
There are many reasons why conflict occurs at work and what boils over into an actual stand up argument may just be a symptom not the cause. Whilst individual differences can be a profound source of friction and discontent – much must be down to poor leadership and management. Approaches to understanding and managing conflict have many dependencies; personal, social, organisational, cultural and national. But there are some universal aspects that underpin these individual differences.
There are fundamental differences between mentoring and coaching in their purest terms. Often the two get confused. Let’s explain the differences and how they can be applied separately and combined to support others, colleagues, students and sometimes, our friends.
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