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Jotting (defn): short details of significant events, behaviours and conversations about wellbeing, growth and education/career.
Wellbeing Jot: Relationship Credit in Practice
*A generous gift, an exciting holiday or an elaborate celebration may carry deep meaning, build wonderful memories and long be cherished. It is those small moments of building trust and encouraging belonging that are fundamental to effective relationships and are often shaped through ordinary moments:
A parent who looks up when a child walks into a room.
A partner who remembers to ask about that challenging conversation.
A friend who sends a message ahead of a difficult anniversary.
A colleague who acknowledges someone’s contribution in front of the team.
Who leader who begins by recognising effort, not only results.
Affirmation is a superpower as it deposits trust and belonging in our relationships. Positive relationships have proven mental and emotional benefits and support our wellbeing and health. That’s a win-win.
*Excerpt from forthcoming book: Johanna H Lundgren and Dr. Jann Carroll: Relationship Debt: Restoring connections in love, work and life. No, it’s not about the money.
Growth Jot: Improve not Impress
I am currently undertaking a coaching supervision course to sharpen my skills and stretch my range in coaching. I was challenged in a recent session, that I am there to improve not to impress. This revelation helped me to frame this course as an opportunity to grow, not solely to achieve. This is a hard mindset shift for me as I have used the goal of achievement as a driver and often forgotten the value of the process through which growth happens as I achieve. It is also challenging me to step outside my comfort zone to create an inspiring environment for my clients to grow, reflect and embrace the change they have identified. So, my challenge this month is to fail forward and hold myself lightly to improve not impress.
Will you take the challenge too?
Coaching can help with that.
Career Jot: Counting the Cost
This time of the year ushers in a period of uncertainty as plans are revealed for next year, particularly around staffing. Many of your staff will roll with change, others will resist whilst others will react. There are many practices and solutions for change management. Leading people through change is not the same as change management. Change management focuses on the mechanics of change, the plan, the structure, the timeline, processes and communication strategy. These are necessary but not adequate, because people feel change differently and the odd motivational speech and good vibes won’t solve the uncertainty.
Leading your team through change requires understanding how your people experience disruption, earning their trust in a time of uncertainty and bringing them along as you establish the new team and new vision.
Try this:
To help your people through disruption, encourage them to ask questions, clarify expectations and provide opportunity to be actively involved in change initiatives.
To earn trust, leaders need to demonstrate consistent reliability, credibility and professional intimacy nurturing a space where staff are at ease to discuss their concerns and aspirations.
To assist commitment to the new vision or leadership team, foster personalised connections through attentive listening, provide opportunities for engagement so staff can get to know key people on an informal basis and demonstrate genuine care for their interests so you can co-create the vision.
More here: The Trusted Advisor by David H. Maister; Charles H. Green and Robert M. Galford (2021)
“You are loved, valued and worthy. Keep up the great work!”
— Jann Carroll
