Category: work

Groupwork – what's the point?

Some of love it, some of us loathe it, very few of us are ambivalent!

I must confess that on a personal level, when I attend training sessions as a delegate, I’m not a massive fan of groupwork.  Generally I find it quite stressful and prefer to just listen to the training and learn what I’m there to learn.

But we’re all different and some people really enjoy it.  They find it a good way of getting to know new people and picking up useful first hand information in in relation to specific shared interests.  

What’s the Point of Groupwork?

From a professional trainer’s point of view, I’m ambivalent about the merits of groupwork.  I can see the value of asking delegates to practise, in groups, a specific skill I might be showing them.  I can also see that group practise and pair-sharing is very useful if we’re working towards a test or exam.   But for general information gaining or knowledge building type talks or training sessions, I’m less convinced of its value other than to allow the trainer a short break, obviously.

Icebreakers

I feel the same way about icebreakers – the bit at the start of each session where you have to find out three interesting things about the person sitting next to you.  It’s reasonable and useful to ask people to introduce themselves, but I’m not convinced of the merits of the accompanying activity!

Now, I appreciate that some of this may make me sound a little churlish, and just to be clear, I am aware that it’s horses for courses.  A group of aspiring sales professionals may well relish the thought of getting stuck into some group work (particularly if there is a slightly competitive element to it!).  It can also be a very good way of putting teams together. Each person has their own dynamic and a trainer has the opportunity to see how different personalities gel and work together.

But in my experience, more people dislike it than enjoy it.  I am sure I have once heard a comedian say that the two most hated words in the English language are, ‘audience participation’.

Diversity Matters

There’s also the very important point that not everyone is neurotypical.  For someone on the autism spectrum the anxiety associated with having to join in with group or pair work with someone they don’t know can be quite crippling (hence at CHP events we deliberately avoid group work for this reason).


So all in all, for any fellow trainers or L&D professionals who are reading this, I would ask them to carefully consider any group work or convoluted icebreakers which might be included in a training session:

  • Are they really relevant?
  • Are they useful?  Can you easily explain why you’ve included them?
  • If they’re there for a reason, how are you benchmarking their success?  How will you know if they’ve achieved their stated purpose?
  • Is there an alternative activity for those who would prefer to work alone?

After all, sometimes there’s a lot to be said for taking time to quietly reflect on what you’ve been listening to, and making space to think things through properly!

Why is ‘manager’ a dirty word?

If I type the word ‘leadership’ into Google, within a nanosecond my screen is full of blue headlines like:

“Study for a High Impact Leadership Course”

“Leadership Development”

“Future Leaders Get Ahead Now!”

“Good Leadership …”

If I then search for, ‘good leader’, Google goes into overdrive with potential results for me.

But if I type in, ‘good manager’ then very little comes up – with the exception of the rather dismissive, “7 Things Great Leaders Always Do (but Mere Managers Always Fear)” …  mere managers, eh?

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CEOs are always leaders, but the Head Coach of any football team, even when it’s someone like Sir Alex Feguson or Pep Guardiola, is a ‘mere manager’.  We don’t talk about, ‘football leaders’, do we? Is this because, in England at least, we still cannot comprehend a working class sport like football attracting ‘leaders’?

When I studied for my MA, I spent a whole semester studying and writing about ‘leadership’ even though my actual degree was in ‘management’.

So clearly, ‘leadership’ is something aspirational, but management seems to be just taken for granted.

Why are we so obsessed with turning managers into leaders?

Many people (and I’ve worked with plenty of them) are perfectly good managers in the sense that they oversee the workload, get the job done efficiently and on time, and make sure the team are content on a day to day basis.  But it’s not enough any more. During one of my last forays into corporate life I recall attending a meeting about staff development, and listening to the dazzling array of short courses on to which I could send my team. All of the courses purported to turn them into inspiring leaders who would bring passion, positivity and innovation, back to the office after a three hour workshop on the topic.

But why would they need to be able to do this?  Who would they be inspiring? And really, how much passion and innovation is actually possible for most routine office work?

Why is Leadership Important?

Now I’m not for a moment knocking the concept of ‘leadership’.  It is important.

I wrote a blog piece a while ago about how taken we all were with Gareth Southgate’s leadership of the England football team during the last World Cup.  The point being that Southgate didn’t just ‘manage’ them, he gave them a vision and belief. It was refreshing to see and he in fact took England further into the World Cup than they had been for many years.

And it’s very obvious when leadership is bereft; I suspect a lot of the UK would agree that our government (across all the parties) has been woefully lacking in leadership in relation to the Brexit negotiations over the last few years.

My point is more that leadership and management are two quite distinct skills.

At a very basic level, leaders take the army into battle, and managers make sure the guns are loaded and they all have enough to eat.  They are two separate disciplines and one cannot function without the other.

A perfectly good manager may well find themselves completely out of their depth in a leadership role, and a dynamic leader probably won’t have the focus to deal with the routine and minutiae of management.

I do wonder if, in our Instagram filled lives today, we have become so imbued with reaching for the stars and having it all, that #LivingMyBestLife can only be defined in images of power and greatness.  It used to be said that behind every great man there was a great woman. I think the modern version of this would be that behind every great leader, is a great manager. Nelson Mandela couldn’t have published The Long Walk to Freedom without help of his office management team!

Perhaps it’s time to return to showing some respect for the unsung heroes of working life, the day to day managers who get the job done, look after the team, communicate the Leader’s vision, and create the space to make it happen.  And if you have a really good manager, appreciate them.

After all, while staff will often stick by a weak leader, they very rarely stay with a poor manager.

 

“What’s the Problem?” – 5 Questions to ask an Underperforming Employee

One of the most challenging tasks for any manager is how to handle employee underperformance.  This could be a general team issue where the whole group seems to be demotivated and underperforming.  More likely, however, the issue will relate to one or maybe two individuals in particular.  

Most managers would prefer not to have to sit down and have what can potentially be a difficult and even emotional conversation.  In this vein, the usual starting point is to try and rationalise the individual’s behaviour, and work out why they are underperforming.  

 

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You may look for external reasons, i.e. those factors over which you (and the individual) have limited control:

“The client Sarah is dealing with is known to be difficult.”

“The deadline they gave Harry was just unreasonable”

These reasons can be reassuring as they are usually short-term, and don’t necessarily reflect on the person’s general competence or day to day way of working.  

Or, you may wonder if the reason for underperformance is ‘internal’ and to do with the individual themselves: 

“John is always in too much of a hurry.  He rushes and makes mistakes.”

“Rachel struggles to say what she means and this causes confusion.”

Or, you may (quietly!) wonder if the problem is a little closer to home.  As a manger, you yourself set the tone for your team and if you are, for e.g. arriving late, neglecting deadlines, or just generally under-performing yourself, then you cannot really expect your staff to do any different!  The good news, however, is that this one is usually easy to fix and often just a simple case of making a conscious effort to ‘be the change you want to see’.

If, however, the issue is more to do with your style of management, then that can be a little more challenging and we will look more closely at this below. 

The majority of team and staff issues will probably be a mixture of both internal and external factors.  Most people have aspects of their job which they do not like and prefer to either rush to get the thing over with, or put off completely.  We all have different strengths and weaknesses; some of us are great organisers and some of us are dreadful at prioritising. In an ideal world every person’s job would play only to their strengths.  Unfortunately, this is not often the case and most of us will have to deal with things that we may dislike, or even absolutely loathe.  

The team themselves may find it challenging to work together.  Again, in an ideal world, all teams would be made up of colleagues who bond well together and enjoy each other’s company.  In reality, people are more complicated, and some people will find it easier to work with colleagues, than others. Some people may just hate working as a team even when they actually quite like their colleagues on an individual level!  

The bottom line is that, as a manager, if a colleague’s performance has got to the stage where you have identified a specific internal or external factor which is affecting their performance, then you probably do need to speak to them.  So pull up a chair, and prepare yourself. These coaching style questions may help: 

How have you been feeling about your own performance lately? 

What opportunities can you see for us to help you improve or develop?

This is a good starting point for any difficult discussion.  It immediately allies any fears the person might have that you are going to seek to have them redeployed, and lets them know that you want them to continue in the role.  The chances are that they themselves will welcome the chance to talk. They will almost certainly know their job better than you and can usually identify their own areas of weakness.  You could discuss these – remembering to be supportive and not overly-critical with the weaknesses – and together come up with a plan on how they can develop and improve, with a date for review.  

Is your role fully utilising your skills and experience?  Where do you think there is a gap or a challenge?

This question could be aimed at someone who is either having a specific challenge with an aspect of their role or, maybe someone who has been in the role for some time and seems to be losing interest.  

A colleague who has been doing the same role for a while may just be bored, and perhaps making mistakes as a consequence of that, and in need of a new challenge.  Someone who is struggling with one aspect may need a learning or training course, or, if the issue is a real challenge – for example. if the colleague feels they struggle with nerves or anxiety and each person is expected to stand up and talk in team meetings, then perhaps this could be reviewed?  The key is to get to what the issue actually is and decide whether it is possible to work with it, or whether it needs to be reviewed or changed completely.  

Is it clear what’s required for this role?

This question is useful if someone has recently taken on a new role, started working for a new manager, or been promoted.  They may not fully realise what is expected of them. It is a good introduction into discussing how they are finding the new situation, any challenges or things they had not expected, and looking at any areas for development.   

It is helpful for the colleague to see that their manager takes an interest, and they may simply need reassurance or an opportunity to discuss how things have changed.  

Is the level of quality that’s required for this work clear?  How best can I clarify the level of quality that’s expected?

This is a simple question for when someone’s work is below par.  There could be any number of reasons for this. As above, they may simply be bored, or if they have just been promoted or are working with a new team, then they may not realise what is expected.  

Sometimes the problem may be unrelated to work.  Perhaps the individual is going through a challenging time at home?   

This is an opportunity to reassure your team member that you want to work with them, and support them.  You could clarify the role or job spec if necessary and use this as a lead in, if appropriate, to suggesting new responsibilities, training, or maybe even a few days away from the role?  

In all circumstances, at this stage, it is important to reiterate that you want to support them and help them get over this bump. 

Do you find my management style challenging? Does my tone come off the wrong way? Do you feel that I micromanage you/do not give you enough support?

By the time you sit down to ask this question, you will usually have a good idea if the issue is a simple personality clash between you and your team member.  These are never easy to deal with, particularly as a manager when (you are being told that) you yourself are the issue!  

Often the roots are in simple misunderstandings about what is expected from both parties, or issues with communication and communication styles.   

It is important that these sorts of issues are dealt with early and, where possible, informally.  In a bigger company it can be tempting to involve HR or a third party. CIPD studies, however, suggest that smaller companies have a much better track record with dealing with managerial conflict simply because they do it quickly and only with the individuals involved.  

The best advice for these sorts of discussions is for the manager to actively listen.  It can be tempting to jump in defensively, when you hear, “you never listen to me properly!” but if you try and stay calm, let the individual speak, and make notes (with their permission) you really do stand a better chance of resolving the matter – and in this instance demonstrating that you are actually listening to them!

Sometimes change can act as a catalyst for staff upset, particularly when a new manager takes over an existing team.  People are naturally suspicious and may have got used to doing things in a certain way which is now about to be changed. 

For the manger involved, it can sometimes be worth getting a the view of a neutral third party, if and where possible, and asking them to honestly comment on the situation.  Maybe the team member is right – maybe you do ‘never listen’!

Try and remain level-headed and pragmatic with these discussions, and make sure they are followed up in writing and with a clear review date.  

What are your biggest challenges as a manager?  How do you deal with difficult conversations? Let me know!