Hello from my bubble

Hello from the Implement bubble. Hasn’t it been a surreal time?  Five weeks is a long time to be in limbo. Level 3 will not be much different for my business – I am managing to continue to help and support clients from my bubble.

It was a busy time,  learning very quickly, and then delivering training via zoom. I have been very fortunate in having clients who have utilised this opportunity to provide training for their team through Leadership Management Australasia (which I am NZ licensee for) . The benefit of having to quickly learn how to deliver on-line, is that we have been able to include staff who work outside of Taranaki.

I am also learning very quickly about the digital options available and am delivering a free 7 day programme via a facebook group – called “Panic, Pivot or Plan?” This is a fun way to deliver learning and I am looking forward to learning as I go, to create a good experience for the participants.  This may be something I embrace in the future as well. (Watch this space)

Zoom has been a godsend for mentoring from a distance, I like being with people but seeing them on screen is the next best thing.

Even though I am a very social person, I must admit, I have enjoyed not going out all the time. All my groups still meet via zoom – Rotary, Toastmasters and my Wānanga class, are having regular catchups. It is lovely to see people’s faces regularly.

And it has been lovely spending time gardening and enjoying new visitors to my garden. This Kōtare has been a regular, I hope it comes back often.



5 Tips for Managing Others

mayur-gala-487It should not be a surprise to me, but the more I deliver training in the  management and leadership space, the more I see that many people struggle with the supervision of others. I wonder if many of us overthink the problems and see problems where they don’t exist. We need to realise that we won’t get it right all the time – people are diverse and sometimes will react predictably and sometimes (maybe more often) will not. None of us is perfect, so we will all, at times, make mistakes, react badly or put our foot in it.

So here are some things I try to live by (and I do not always get it right either)

1. Give people the benefit of the doubt

I work on the basis that most people want to come to work and do a good job, they want to go home and feel good about the effort they have made.

Have an expectation that people will do well. When things go wrong try to find out why, rather than lay blame.  Accept that people will do things in a different way than you,  work hard to resist the urge to micro-manage (even though it might be the first reaction).

This philosophy goes hand in hand with a mindset that sees the good in people. Where are they most skilled, how can you help them to build on that skill, how can you compensate for their lack of skill in another area?

Try it, you will be amazed at how amazing people really are.

2. Provide support where it is needed

Support for your team comes in many forms.  It is the training you provide, the resources to do a good job, the flexibility in hours, the time off when needed, the listening ear, the direction…

In providing support for your team you will come up against the equal versus equitable dilemma. How can you treat everyone the same and also allow for differences in circumstances?

Think about the people in your team. How many have school age children and struggle with school holidays when both partners work- can you accommodate them?  Can the people who have English (and Kiwi English at that) as a second language communicate as effectively with their clients as others- how can you help them?  Does the person who struggles with mental health need a quiet place to work from time to time? Is there someone in the “sandwich generation” who is managing aging parents and teenage children at the same time- how can you support them?

Think of it as an investment in your people, not as a cost and you will reap the returns.

3. Deal with conflict

Conflict is inevitable whenever you get a few people together. Conflict isn’t necessarily bad, so long as it is handled positively. Disagreements can result in much needed change, new ideas and innovation. As a team leader, it is important that conflict is dealt with quickly and positively.

Keep an eye out for behaviour that may result in bullying or harassment and stop it straight away. It is not easy to raise issues, but it is important that you do.

Have those courageous conversations and you will see good results.

4. Manage change

Change is something that we all need to get used to, however, many people do not cope well with change. Supporting people by providing good direction and clear communication about change will help them to navigate changing work environments.

Sometimes people will not recognise their own resistance to change, by getting to know your staff you will understand how best to help them.

5. Have fun

And one of the most important things to remember is to have fun. Your work and business require serious attention, however it is important that everyone has a chance to stop and have fun.

As a team leader you can influence the fun that your team has. Don’t take yourself too seriously,  celebrate successes and (sometimes) failures, allow time for team members to be a bit silly sometimes- whatever works for your team will be good for business.

There are, of course, many other things you need to think of when managing a team. Try to do these five things well and good things will follow.

If you need support in this area, get in touch to talk about how I can help.

Building the Jigsaw

hans-peter-gauster-252751-unsplash (1)I often use the analogy of a jigsaw puzzle when talking about implementation within an organisation.

A jigsaw can serve its function with one or two pieces missing, but you notice the gaps. Any more than a few, and the picture may not make sense.


What are all the pieces of the jigsaw puzzle for your organisation?

Two models that I use when assessing gaps are:

  1. People, Process, Product – this model has its origins in Quality Management and is reasonably self explanatory. In order for organisations to be successful they need to have a good understanding of the product or service they provide, have standards for that product or service, have good processes that deliver to that standard in an efficient and compliant manner and have people with all the skills and attributes required to follow those process to deliver the product or service.
  2. Needs of individual, team and task – this model looks at the overlapping needs of all three components to ensure that an organisation is addressing them, it also highlights you can’t meet one set of needs at the expense of another. The needs of the task can be framed as the resources and processes needed to complete the task, the team needs to be able to work together and grow together and each individual brings their own set of needs to work (eg fair pay,  training, flexible working, sense of belonging or doing something worthwhile etc)

Have you created a complete jigsaw in your organisation, or are there bits missing?

If you would like support in this area contact us 

Sunrise, Sunset

sunrise cropped

I live in provincial New Zealand. Our towns and city are small. We are well networked and we know a lot about each other. We like to do business with people we know and trust. We are interested in new people and businesses, but we like them to make a connection and engage with us too.

The other day I noticed another retail business having a closing down sale, a national brand that hasn’t been there long, and I reflected on the businesses that have gone and those that look like they’ll be gone soon too.  Many of them have come into town, set up a pretty shop and waited for us to come to them.

I belong to communities that are active in the social media space. We are well networked, we know a lot about each other. We like to do business with people we know and trust. We are interested in new people and businesses, but we like them to make a connection and engage with us too.

I see many people and businesses set up on-line accounts and then give up after a while because it hasn’t given them the results they wanted. They have set  up pretty accounts, told us what they do, and waited for us to come to them.

I have read much about the changing face of retail, of business, of work, of life due to the phenomenon of “on-line social”.  That the sun has gone down on the old ways of doing things in favour of those who have embraced new technologies.

But I think the rules are the same. Those that actively engage, connect and recognise the needs of their community will flourish. Those that sit and wait for people to come to them will not.  I am a big fan of social media, but I have reached the conclusion that I love it because it enhances what I do anyway. I have always been a connector, a networker, an active community person. Social media gives me another forum and another tool to extend my networks and my communities.

To enhance your business, or your career – GET SOCIAL, ENGAGE. In person or on-line, tell people who you are, make connections, create communities of interest.