Sign up to save your podcasts
Or
Share Leadership Upgrade – Part 2 ‘Vision’
Share to email
Share to Facebook
Share to X
Share to email
Share to Facebook
Share to X
Or
Leadership Upgrade – Part 2 ‘Vision’
Sticky Learning Lunches #52: The Leadership Upgrade #2
Today's topic, The Leadership Upgrade part 2. "Worried if you change you won’t know what to expect? Part #2 of the Unique Leadership Coaching model ‘EVOC’ Obstacles, If you always did what you’ve always done. You’ll always get what you always got. Get prepared, get aware and plan for a better future.
You Can Read the Full Transcript Below:
Nathan Simmonds:
Good afternoon. Let's get this screen up there. Good afternoon. Welcome to today Sticky Learning Lunches. Just as always, given the last few seconds for people to arrive in the room for today's conversation. Cameron, good. See you. Thank you Colin. Darren, amazing for being here. As always, Fabian, always pleasure. Howard. Thank you very much. Ivy Mar Martin. Sorry, Matt Mohamed. Tim Victoria. Hello alone. I was gonna go for a different colored shirt today, but we had a minor wardrobe malfunction before four inch shirt.
Nathan Simmonds:
I know Martin, I'm sorry, I apologize. Wardrobe malfunction. I dunno what tomorrow's gonna look like, but we'll see what we can work out. CLA says, looking sharp. Yeah, I know, but we need to change things up. We need to keep things fresh. Last mouthful of tea, last few people arriving. So just as we're doing this, let's make sure we're setting ourselves up for success today. As always, first things first, mobile phones. Let's get those little airplanes lit up. Zero out the distraction. A hundred percent attention on what we're gonna be covering today,
Nathan Simmonds:
Following on directly from yesterday. Before we even go into the, the crux of what we're gonna be covering today. The key points we talked about yesterday. Actually, no, let me come back to that in a minute. You said we did okay. We talked about this yesterday in brief. You know, you said we ignored is the normal thing that we see in a lot of large organizations when we're looking to take on feedback and we're doing that self-evaluation.
Nathan Simmonds:
Often when we are doing these 360 feedbacks or these company surveys, we know there's quite a lot of information and we don't always feel like we're getting hurt. What we took on board yesterday, there was a lot of stuff that came up about feedback yesterday and about how to deliver feedback and how to give feedback to members of the management team and leadership team above you and how to give that feedback to your peers and in your teams.
Nathan Simmonds:
So the first thing that we did when we left that conversation, that call yesterday, is we have created a four part training session on how to deliver feedback that will be starting on July the 13th. I have just put the link in there for the future sticky learnings. So you can go straight in there first thing and make sure that you are booked in for tomorrow's section if you're not already.
Nathan Simmonds:
The other part is that in, you know, starting on July the 13th after we've done the HBDI profiles, the Herman profiles with Andy, again, we're gonna go into four sessions about how to deliver feedback. We're gonna look at how to do it, the structure of it, we, some of those nuances that come up when we talk to people and when we're working with different people. So we are going to tick a lot of the boxes on there to make sure that you can do this. Hope this is useful.
Part #2 of the Unique Leadership Coaching Model
Nathan Simmonds:
Right, last few people have arrived. Thank you everyone for being here. Let's dive in. Phones on flight mode, zero under distraction. Get your emails shut down. A hundred percent attention to what we're doing here. Make sure that you've got a drink available. Let's make sure you stay hydrated. Keep your brain lubricated so you can make this learning stick. And the third part as always is make sure you've got a fresh page for fresh thoughts as they come in. Okay? Top of that page, you're gonna write keepers.
Nathan Simmonds:
These are the things that you wanna remember and remind yourself about so that when you go back and reread it, you can reignite that thinking and come up with some new ideas that keep the idea expanding and you make sure this learning sticks part two of the leadership model. Let's go into this. Good afternoon. Welcome to Sticky Learning Lunches with me, Nathan Simmons, senior leadership coach and trainer for MBM making Business Matter, the home of Sticky Learning. We are the leadership development and soft skills provider to the grocery and manufacturing industry.
Nathan Simmonds:
And the idea of these lunchtime micro learnings is to help you be the best version of you in the work that you do. Whether that's from home right now, or whether it's helping to prepare you back, uh, return back to the office part two of the Leadership Model eoc. So we've already looked at the E, which is all about evaluation
Nathan Simmonds:
For those that were here yesterday, what was useful from yesterday, what have you taken away and what new ideas have come up since we got together yesterday. And I'd love to see those in the questions book just to keep this moving. Uh, thinking moving the first, so just as I get up the, the headlines of what we covered, we looked at self-evaluation, we looked at 360 feedback and the absolute need to, to do that 360 feedback.
Nathan Simmonds:
And we looked at a couple of different ways to approach that as well. I have gone back and I've spell checked that really rush document that we put together yesterday. There is a fresh one that will be being emailed to you if it hasn't already been done. So, uh, done so yet, but it's on its way out to you. What do we got? Self-assessment. Absolutely. How you see yourself versus how others perceive you.
Nathan Simmonds:
Absolutely. And going into that, there is no smoke without fire. So someone's feedback, someone's perception of you may only be a snapshot of time. It is still just as valid though 'cause that's their viewpoint on what you are doing. So make sure that you are, you are willing and able to take on board that feedback at the right time. All VA feedback is valuable, absolutely is a gift. Taking action on the feedback good still with people in your, uh, still with people in your charge, not people. Absolutely.
Nathan Simmonds:
These, the people in your teams, they are in your charge. You are not in charge of them. They are, you know, you are there to steward and support them. We're all visionaries, absolutely. Anyone tells you that. And not everyone is a visionary leader. It's a lie. We've got eyes in our heads, we have to lead ourselves, you know, in order to go and get the new job to lead our family to whatever it is. We've all got this capability inside us.
Nathan Simmonds:
The moment that you say someone can't do something, you are labeling them based on a bias or an opinion that's been formulated somewhere else. So the best thing to do is just remove that label and accept and acknowledge everyone has this capacity in them. So we looked at self-evaluation, we looked at the 360 feedback and as I said, you said we did. So the feedback, um, elements are in place now for the 13th. Make sure you are registered part two. Vision.
Nathan Simmonds:
Vision is all about obviously what you see. It's about where you want to go. It's about the thing that you can see in your mind that you want to create in the reality. We talked about this in goal setting. Thank you Colin for reminder me. We talked about this in the goal setting and the coaching for, um, training that we did. We talked about this in personal development plan. It's all about where you see you want to get to. And the thing that I say countless times, and I'll say it a million times again, is that people can only see as far as they can think.
Nathan Simmonds:
I don't know who said this quote originally. It's so very vital though. And so very useful. The idea is that, you know, if you haven't taken time to think about where you want to get to, how are you supposed to paint a picture that's gonna encourage others to go to the same place? This is the same analogy when we are looking at satnav, when we're setting goals. Satnav works on two pieces of information where you are self-evaluation, the postcode of here in the moment and the postcode of where you want to get to the vision.
Nathan Simmonds:
Once you have those two pieces of information, then the sat nav will work out the route to get you there where the traffic, uh, the roadworks are, the traffic lights, et cetera, et cetera, and the speed cameras and help you take the best route in order to make that happen. But the moment that you fail to put any either of these two pieces of information, what's gonna happen? Open question. If you are missing one of these two, two pieces of information when you are programming your, your, your route finder, what's gonna happen to your journey? What do you think will happen?
Nathan Simmonds:
You are lost anyway. Will take you there eventually it will do. You might find that, okay, something else coming in. Mystery tour, wasted time, no direction. Absolutely. Absolutely. So we need clarity in these two spaces. So once we've done this at the the self-evaluation, we can then start getting into the vision and start looking at some of the questions that we wanna ask ourselves. So let just share my screen. Let me know if you can see the screen forming. So there's the outdated feedback, 360 feedback form I started working on earlier. But then when we look at the evaluation, what I've said on here is a little bit of a little bit of this
Nathan Simmonds:
HQ Q equals QA high quality questions equal high quality answers. If you don't like the responses that you get, if you don't like the quality of the answers that are coming back, you need to adjust the quality of the question that you are asking in the first place. Your brain is a validation machine. I've said this before and I'll start again.
View all episodes
By Darren A. SmithSticky Learning Lunches #52: The Leadership Upgrade #2
Today's topic, The Leadership Upgrade part 2. "Worried if you change you won’t know what to expect? Part #2 of the Unique Leadership Coaching model ‘EVOC’ Obstacles, If you always did what you’ve always done. You’ll always get what you always got. Get prepared, get aware and plan for a better future.
You Can Read the Full Transcript Below:
Nathan Simmonds:
Good afternoon. Let's get this screen up there. Good afternoon. Welcome to today Sticky Learning Lunches. Just as always, given the last few seconds for people to arrive in the room for today's conversation. Cameron, good. See you. Thank you Colin. Darren, amazing for being here. As always, Fabian, always pleasure. Howard. Thank you very much. Ivy Mar Martin. Sorry, Matt Mohamed. Tim Victoria. Hello alone. I was gonna go for a different colored shirt today, but we had a minor wardrobe malfunction before four inch shirt.
Nathan Simmonds:
I know Martin, I'm sorry, I apologize. Wardrobe malfunction. I dunno what tomorrow's gonna look like, but we'll see what we can work out. CLA says, looking sharp. Yeah, I know, but we need to change things up. We need to keep things fresh. Last mouthful of tea, last few people arriving. So just as we're doing this, let's make sure we're setting ourselves up for success today. As always, first things first, mobile phones. Let's get those little airplanes lit up. Zero out the distraction. A hundred percent attention on what we're gonna be covering today,
Nathan Simmonds:
Following on directly from yesterday. Before we even go into the, the crux of what we're gonna be covering today. The key points we talked about yesterday. Actually, no, let me come back to that in a minute. You said we did okay. We talked about this yesterday in brief. You know, you said we ignored is the normal thing that we see in a lot of large organizations when we're looking to take on feedback and we're doing that self-evaluation.
Nathan Simmonds:
Often when we are doing these 360 feedbacks or these company surveys, we know there's quite a lot of information and we don't always feel like we're getting hurt. What we took on board yesterday, there was a lot of stuff that came up about feedback yesterday and about how to deliver feedback and how to give feedback to members of the management team and leadership team above you and how to give that feedback to your peers and in your teams.
Nathan Simmonds:
So the first thing that we did when we left that conversation, that call yesterday, is we have created a four part training session on how to deliver feedback that will be starting on July the 13th. I have just put the link in there for the future sticky learnings. So you can go straight in there first thing and make sure that you are booked in for tomorrow's section if you're not already.
Nathan Simmonds:
The other part is that in, you know, starting on July the 13th after we've done the HBDI profiles, the Herman profiles with Andy, again, we're gonna go into four sessions about how to deliver feedback. We're gonna look at how to do it, the structure of it, we, some of those nuances that come up when we talk to people and when we're working with different people. So we are going to tick a lot of the boxes on there to make sure that you can do this. Hope this is useful.
Part #2 of the Unique Leadership Coaching Model
Nathan Simmonds:
Right, last few people have arrived. Thank you everyone for being here. Let's dive in. Phones on flight mode, zero under distraction. Get your emails shut down. A hundred percent attention to what we're doing here. Make sure that you've got a drink available. Let's make sure you stay hydrated. Keep your brain lubricated so you can make this learning stick. And the third part as always is make sure you've got a fresh page for fresh thoughts as they come in. Okay? Top of that page, you're gonna write keepers.
Nathan Simmonds:
These are the things that you wanna remember and remind yourself about so that when you go back and reread it, you can reignite that thinking and come up with some new ideas that keep the idea expanding and you make sure this learning sticks part two of the leadership model. Let's go into this. Good afternoon. Welcome to Sticky Learning Lunches with me, Nathan Simmons, senior leadership coach and trainer for MBM making Business Matter, the home of Sticky Learning. We are the leadership development and soft skills provider to the grocery and manufacturing industry.
Nathan Simmonds:
And the idea of these lunchtime micro learnings is to help you be the best version of you in the work that you do. Whether that's from home right now, or whether it's helping to prepare you back, uh, return back to the office part two of the Leadership Model eoc. So we've already looked at the E, which is all about evaluation
Nathan Simmonds:
For those that were here yesterday, what was useful from yesterday, what have you taken away and what new ideas have come up since we got together yesterday. And I'd love to see those in the questions book just to keep this moving. Uh, thinking moving the first, so just as I get up the, the headlines of what we covered, we looked at self-evaluation, we looked at 360 feedback and the absolute need to, to do that 360 feedback.
Nathan Simmonds:
And we looked at a couple of different ways to approach that as well. I have gone back and I've spell checked that really rush document that we put together yesterday. There is a fresh one that will be being emailed to you if it hasn't already been done. So, uh, done so yet, but it's on its way out to you. What do we got? Self-assessment. Absolutely. How you see yourself versus how others perceive you.
Nathan Simmonds:
Absolutely. And going into that, there is no smoke without fire. So someone's feedback, someone's perception of you may only be a snapshot of time. It is still just as valid though 'cause that's their viewpoint on what you are doing. So make sure that you are, you are willing and able to take on board that feedback at the right time. All VA feedback is valuable, absolutely is a gift. Taking action on the feedback good still with people in your, uh, still with people in your charge, not people. Absolutely.
Nathan Simmonds:
These, the people in your teams, they are in your charge. You are not in charge of them. They are, you know, you are there to steward and support them. We're all visionaries, absolutely. Anyone tells you that. And not everyone is a visionary leader. It's a lie. We've got eyes in our heads, we have to lead ourselves, you know, in order to go and get the new job to lead our family to whatever it is. We've all got this capability inside us.
Nathan Simmonds:
The moment that you say someone can't do something, you are labeling them based on a bias or an opinion that's been formulated somewhere else. So the best thing to do is just remove that label and accept and acknowledge everyone has this capacity in them. So we looked at self-evaluation, we looked at the 360 feedback and as I said, you said we did. So the feedback, um, elements are in place now for the 13th. Make sure you are registered part two. Vision.
Nathan Simmonds:
Vision is all about obviously what you see. It's about where you want to go. It's about the thing that you can see in your mind that you want to create in the reality. We talked about this in goal setting. Thank you Colin for reminder me. We talked about this in the goal setting and the coaching for, um, training that we did. We talked about this in personal development plan. It's all about where you see you want to get to. And the thing that I say countless times, and I'll say it a million times again, is that people can only see as far as they can think.
Nathan Simmonds:
I don't know who said this quote originally. It's so very vital though. And so very useful. The idea is that, you know, if you haven't taken time to think about where you want to get to, how are you supposed to paint a picture that's gonna encourage others to go to the same place? This is the same analogy when we are looking at satnav, when we're setting goals. Satnav works on two pieces of information where you are self-evaluation, the postcode of here in the moment and the postcode of where you want to get to the vision.
Nathan Simmonds:
Once you have those two pieces of information, then the sat nav will work out the route to get you there where the traffic, uh, the roadworks are, the traffic lights, et cetera, et cetera, and the speed cameras and help you take the best route in order to make that happen. But the moment that you fail to put any either of these two pieces of information, what's gonna happen? Open question. If you are missing one of these two, two pieces of information when you are programming your, your, your route finder, what's gonna happen to your journey? What do you think will happen?
Nathan Simmonds:
You are lost anyway. Will take you there eventually it will do. You might find that, okay, something else coming in. Mystery tour, wasted time, no direction. Absolutely. Absolutely. So we need clarity in these two spaces. So once we've done this at the the self-evaluation, we can then start getting into the vision and start looking at some of the questions that we wanna ask ourselves. So let just share my screen. Let me know if you can see the screen forming. So there's the outdated feedback, 360 feedback form I started working on earlier. But then when we look at the evaluation, what I've said on here is a little bit of a little bit of this
Nathan Simmonds:
HQ Q equals QA high quality questions equal high quality answers. If you don't like the responses that you get, if you don't like the quality of the answers that are coming back, you need to adjust the quality of the question that you are asking in the first place. Your brain is a validation machine. I've said this before and I'll start again.