RedHawk Leadership

05/11/2022

02/11/2020

𝐈𝐦𝐚𝐠𝐢𝐧𝐞 𝐢𝐟, 𝐢𝐧 𝐨𝐮𝐫 𝐬𝐨𝐜𝐢𝐞𝐭𝐲, 𝐰𝐞 𝐭𝐚𝐮𝐠𝐡𝐭 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐥𝐲 𝐢𝐧𝐬𝐭𝐞𝐚𝐝 𝐨𝐟 𝐫𝐢𝐠𝐡𝐭𝐬, 𝐫𝐞𝐬𝐢𝐥𝐢𝐞𝐧𝐜𝐞 𝐢𝐧𝐬𝐭𝐞𝐚𝐝 𝐨𝐟 𝐨𝐟𝐟𝐞𝐧𝐜𝐞. BV

I don't think I can even trace in the journey of history where we started saying "I have a right" or "my rights." I understand what it all means constitutionally but I'm pretty sure the way it is cried out these days has noting to do with the constitution.

Imagine someone crying out with the same passion..."I have a responsibility..." (to own by behaviours, to serve others, to not think I deserve something I haven't earned, etc..).

In order for this to get rectified it must start in the home where parents don't abdicate THEIR responsibility as parents, where an education system is driven by responsibility and accountability instead of acquiescing to the psychology of "we don't want to hurt their feelings and we don't want to offend." Teaching responsibility and resilience is hard and sometimes does hurt people's feelings. But doing the right thing with strong caring support strengthens a person.

To choose to be resilient is hard, to choose to be offended is easy. Do we ever consider the outcomes of those decisions at home or school or work?

Yep, imagine a society that was responsible and resilient...and the outcomes.

16/03/2018

Thinking for a Change…

How about "thank you?" So, someone gave you a job or boost in position, have you ever gone back to that person after you've settled in and said an intentional "Thank You?" After all, they are the ones that have seen something in you or believe you will succeed...they have taken a chance on you. Thank them.

24/07/2017

Try Thinking For A Change...

We often say to our people that we want to help them "be better." I get that, it's about development, improvement, or potential. But that is goal is so obscure it just frustrates our people and in the end discourages and demoralises. In recent months, from particularly a coaching perspective, I have asked those I am working with..."what does the best YOU as a leader look like?" "what are you at your best in communication, people skills, conflict resolution, etc.?" People find it easier to describe that. We all do because we love it when we are at our best.

So then the goal becomes: how can I help you be your best more often? What are the circumstances, other's behaviours, and ultimately the things you feel and think about that get in the way of you "being your best?" Now we can get to work!

07/10/2016

Thought of the week: When I talk to a manager I get the feeling they're important. When I talk to a leader I get the feeling I'm important.

09/09/2016

Thought for the week....it only takes a golf ball to be a couple of millimeters off the sweet-spot on a golf club when you tee off for the ball to be so off target at 200 meters that you'll want to never play golf again! So to the process of problem solving. If we are "just a little off" in identifying the real problem then our process will lead us to wasted effort, time, and money. Be thorough before committing to the plan. Identify the real problem before you move to resolve. You don't want to end up in a deep bunker!!

08/08/2016

Thought for the week:

A leader's number one job...build relationships of trust.

13/07/2016

WORK/LIFE BALANCE...No Such Thing!
I don't know who came up with that particular phrase but in reality it doesn't exist.
Sometimes I hear people say "my employer doesn't care about my work/life balance." That's because it is not up to our employer. But more and more in our society we see the avoidance of accountability. Our poor choices are up to someone else to fix, ummm. NOPE.

We only have ONE thing...LIFE and the priorities we set FOR our lives. We choose to live a certain way, or we choose to buy certain things, or we choose to make certain commitments but WE choose then we try to make it all work. It is ALWAYS about out priorities.

Choose wisely and prioritse accordingly.

21/09/2015

DISCRETIONARY PERFORMANCE - the genuine edge

Most times in my coaching or mentoring when I mention the need for a leader to build "relationships of trust" a typical response I get is "I'm not here to make friends." I get what is meant by that but the point is missed. Relationships of trust is not about friendships, it is exactly as it sounds...relationships of trust. You may not be even that well liked as a leader but you MUST be able to be trusted.

Here's the scenario: if you are my boss and I see you only as my boss (a person I work for to get paid) I will do as I'm asked and just that. I will do enough that you can't fire me but I will frustrate you in that I do no more than what you asked for (and that barely so). If you ask me "why didn't you do these other things," that clearly needed to be done; I will simply answer "because you didn't tell me to do them." On the other hand if I "buy into you" as a leader, someone I trust, I will not only do what you have asked me to do but I will look for other things that need to be done. I don't have to do them but I choose to do them for you as a leader. These other tasks I perform are at my discretion. This becomes your business' competitive edge.

The other element of building relationships of trust means that when I need to improve in an area or if I am under-performing in any area I will take on board your correction because I trust you. Now imagine trying to "correct" me if I don't trust you.

We need to understand that people will not respond to a person they don't trust. Even if they change their behaviour to do as you want, it will be only while you are looking or they will find other ways to "teach you a lesson."

Leadership without trust cannot...will not produce discretionary effort or performance.

One of the areas I enjoy coaching leaders in is Discretionary Performance. RedHawk Leadership - contact me if this area is one you want to explore further.

08/09/2015

The most powerful competitive edge in business today is your people. The greatest investment you can make is in their growth and development. A keen VISION of the possibilities and potential of your people is RedHawk's starting point.