Have you ever been guilty of wearing a Viking Helmet in your workplace? You can’t help your employees overcome their resistance if you can’t have empathy for them. Recognizing your Viking behaviour is the best way to build empathy. Russell walks us through his own experience as a Viking.
Do you have colleagues wearing a Viking Helmet in your workplace? If they’re resistant to change and clinging to the old ways, then you do. In this episode Ken & Russell look to the last Viking King as an analogy for how resistance to change can sabotage an organization.
We’ve all done it. I know I have, and I can’t be alone in this. So, I’m willing to bet you’ve done it too. You’ve given at least one of your direct reports the feedback sandwich. You’ve started off with something positive to get your employee on board. Then you’ve [...]
Leaders tend to assume that sandwiching negative feedback in between a couple of pieces of positive things will soften the blow. This is bulls**t. And Russell’s going to tell us why and lay out the f***ing facts for us.
Episode 5, in which Ken responds to some f***ing listener's feedback while Russell shares some lessons from history provided by Winston Churchill and the Celtic Queen Boudica.
The Queen’s Gambit is the latest binge-worthy offering on Netflix. This sparkling new series offers us a tortured genius who overcomes an addictive personality. In the end, she secures her rightful place at the top of a male-dominated profession. It’s also a message about what qualities to seek in a [...]
If we agree that it’s not effective to think of our employees as “fxxxing unmanageable, flawed individuals” for whom there is little hope, then we need a new language; one free of F-bombs and other gratuitous swear words. Let's talk about why we find it useful to think of your employee as wearing a hat that epitomizes the behaviour they’re exhibiting.
Is there really such thing as an employee who is truly unmanageable? or is thinking of these individuals as “fxxxing unmanageable”, unfairly demonizing them, and unfairly positioning yourself as a victim or martyr? Let's talk about why it may feel good, but it rarely positions you as a strong and reliable leader
Do you have someone storming around the office, loudly and belligerently taking up a lot of space? Do you have some people in your workplace whom you choose to give extra space to, or sit at the opposite end of a boardroom table from, or angle your chair slightly away from, or sit just a little further back from? let's talk about how to deal with them.
Too many managers approach a conversation in which they must challenge difficult behaviour with a lot of trepidation. Why? Are you afraid of angry reactions on the part of the employee? Do you know what you want to say, but once the employee is in front of you, you get tongue-tied? Do you beat around the bush and try to soften the blow to avoid an adverse reaction? Let's run down the list and discuss why none of these are good reasons for avoiding what you know you have to do.