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07.12.2013
Transitions was built on a thoughtful, strong foundation: integrity, commitment and collaboration. Earlier this month I was working with a manager who had gotten some feedback from his boss. In the case of my manager friend, he used misguided assumptions instead of proven research in his initial approach.
The principle is: Before you know how close to manage or how consultative to be with your people, you need to know where their willingness and ability is in relation to the task at hand. The "know thyself" is certainly sage advice--and, I dare say, another of your wonderful starting points for a future post! You just reminded me of something (thank you!) about leadership and management in different cultures. The Heart of the Matter: What Does America Really Know about Coronary Artery Disease Treatments? Recognising the importance of mental health in the workplace, Ibec has been collaborating with See Change on mental health in the workplace since the campaigns inception in 2010. Kate MacGuinness, Learning Business Partner, Accenture said “In the year since our initial participation in the Green Ribbon Campaign we have continued to develop our ongoing Mental Health Awareness campaign for staff.  Over the last year we facilitated a hugely successful programme that included a number of events including one with guest speaker, Niall Breslin, aka ‘Bressie’. Our strong founding principles keep the Principal's and staff of Transitions focused on the most important aspect: The client!ServicesWe create master schedules, including design stages, milestones, budget review, bidding, contract award, submittals, long lead items and all construction activities. He was told that he didn't jump in alongside his people to get new projects and improvements off the ground.
We live in a time when managers are getting messages that say they should be consultative and participative.
It has to do with diagnosing the willingness and ability of the people and then adjusting management style accordingly.
Paul Hersey and Ken Blanchard teamed up to introduce the practical application of the Ohio State Studies (Go Buckeyes)! When they start, you have to demonstrate, help them on the bicycle, hold onto them, and not leave their side. Any manager who is introducing something new has to be prepared to communicate more,  provide more direction, and continually diagnose where individuals are throughout the journey.


In this case, direction means that a manager is very clear about the task, ensures that people have--or get--the necessary skills, and provides context for commitment. Speaking at the launch of the workplace pledge, Mary Rose Burke, Director of Business Representation, Ibec said “Mental health remains an area that many people do not understand or may fear, and as a result, it is not talked about. See Change have partnered closely with us to deliver workshops to our Manager population, offering best practice guidance as well as presenting at various internal and community events. The more mature and effective they become, the less you have to direct and the more consultative you can be. As they get a little confidence and are able to go a short distance on their own, maybe you jog alongside if you have to catch them.
If not, a little diagnosis and and the appropriate leadership response will take you where you --and your folks--where you want to go. Some of the variations of Situational Leadership don't fit well because of cultural considerations. Initiatives such as the green ribbon and the Six Step Pledge encourage essential conversations around mental health. In addition we celebrated World Mental Health Day in October and have held a number of local and global webinars to support the mental wellbeing of our staff.
It's always based upon what people need from you in order to move forward along the performance curve. So, how do you self-manage and self-regulate and how self-responsible are you in managing your tasks and your life at work? I think not just in personal life, but in business, change can be hard for many to openly accept. You might be living in the past or living in the future, or strategizing how it’s going to work out. And yet, many still struggle with change, even when that change is going to help improve things, like allowing us to become better listeners for our employees or fostering some new innovative measures.
So as we learn how to release these feelings of fear and anxiety – and these can be dissolved rather easily – we are more able to accept change and see it as a gift.I want to add in keeping with this that our true security always comes from having real confidence in ourselves, and in who we really are, because when we know who we really are, we realize we have a wealth of gifts and resources and abilities to handle everything. This is something you write about as well and I like that you pointed out that we “decide a mistake is a mistake” (p.


One of the wonderful exercises I have in the book is where I tell people you have to make three mistakes a day, make them consciously and go see what happens, because mistakes are your friend, they’re not your enemy. If you were to say ‘oh, look at how wonderful it is that I had the courage to try this.
If you look at people who are considered huge successes, they have said they’ve failed a thousand times. Now in your book, you talk about control and how attempting to control others prevents trust, mutual respect, and open communication from taking hold.
Could you tell me more about this connection, of how being controlling leads to an absence of these behaviours?I love your distinction of command over control.
You know, nobody wants to be controlled and when you try to control others, they will respond by resisting you. When you let go of this craving to control them and instead choose to communicate in a way that responds to their needs, you’ll have a much easier time getting them to come on board whatever project you want to push. But that whole craving to control comes from fear, and it comes from a lack of resilience, and lack of willingness to see other people as people and not objects to move around to fulfil your needs. In your chapter on conflict, you wrote “Conflict is not always negative, it can be a means of establishing a new balance when old ways of interacting are no longer effective” (p. So how can we know when conflicts should be welcomed and how do we manage it so that it stays beneficial and not destructive?Conflict is only destructive if both parties are determined to destroy one another. Conflict doesn’t mean one person is the enemy and one person is going to win and one person is going to lose.
You can also start in mediating a conflict by looking at what we have in common, our shared goal as you said; at what provides the greatest good. You know, conflict only comes because someone is not willing to listen to someone else; really listen and pay attention to them, and validate their value as a person and their point of view.



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