2010 is now well underway and there seems to be a sense of confidence in the air.
Confidence that businesses are taking stock and focusing on growth again. Confidence that there are jobs for competent people and confidence that leaders will now focus on rebuilding teams and providing people with reasons to engage with the business.
Here at Kandula we have been working with a number of organisations to create an environment for real discussion to take place that will set the team up for success in 2010. We have also been running some skill development workshops for senior and well weathered executives who are recognising the need to communicate with a range of styles in a range of ways.
In this edition of Kandula Konnects we provide some insights in to two different areas where communication makes a big difference; when you are giving praise and when you have a project team working in a pressurised environment.
If you think others may be interested in reading Kandula Konnects and getting to know Kandula please forward this email on.
I hope you enjoy the read.
Does showing appreciation really work?
I recently read an article in the Sydney Morning Herald about giving praise and how we respond when we receive praise. The article put forward the argument that giving and receiving praise is emotionally complicated and a difficult communication skill. I have to agree.
As a leader, how many times have you heard that people want to be praised, they want to be recognised for their work, and they want to be appreciated? It's your job to give this praise and recognition in a way that works for each of your team. If it's emotionally complicated and difficult, how can you be expected to get it right?
|Investing in your projects success
Imagine the situation..... You are given responsibility for a major project in the business and in your early discussions you are told about the deadlines that need to be achieved, the financial implications of success and the complexity of the project. Some members of the project team have already been appointed but your first task will be to recruit more people in to the team to meet your first deadline.
In other words, the pressure is on.
Several months later....... the team is almost complete, you have had some wins and you are beginning to see that some of the deadlines are unrealistic. At the same time you are beginning to come up against some resistance from stakeholders; your team are running around frantically and feeling the pressure.
In a quiet moment on your way home after another long, exhausting and stressful day you reflect on what's happening within the team and how well it's performing. You are all incredibly busy, you are feeling under pressure to deliver and you're not sure that the team is working well together. You know you need to do something differently but you're not sure what it is and you are too busy to think deeply about it.
Does this scenario sound familiar in any way?