Bullying is no laughing matter, no matter what kind of garb it gets dressed up in. Of the plethora of bullying techniques, “I was only joking” must be one of the most popular — it not only delivers the ‘zing’ of the insult, but also the double whammy of “and you’ve got no sense of humour.” Delicious for the bully. Plus, as with all the best bullying techniques, it’s tough to detect.
..but it’s essential for individual well-being and healthy, winning organisations.
The recent Serious Business 2014 conference in New Orleans was entitled Trust Me? Penelope Tobin’s keynote presentation featured her on piano, accompanied by New Orleans jazz musicians from the renowned group Astral Project. Together they told the story of jazz-leadership, played out ideas from The Jazz of Business, and featured the importance of trust.
When people talk to you do you listen?
For example, when someone tells you about a problem they have, do you really listen to them?
Or are you busy thinking about something else?
We’ve been told that feedback is a good thing. The more the better in fact. 360° makes it clear…everyone’s opinion counts.
That’s a lot of opinions.
Probably all different.
Or possibly all the same, saying that you or your work is rubbish, laughable, wrong.
If that’s the case you’d be in good company…
When times are tough it’s tempting to hunker down and play it safe, whoever we are.
Mention ‘change’ or ‘innovation’, and from employees, entrepreneurs, and CEOs alike you’re liable to hear the cry, “now’s just not the right time!”
All of us — especially leaders — like to believe that we dance to the beat of our own drum, that we know our own minds, and we’re acting according to our own values.
But then something can happen to pop us out of our illusion.
Research from Ernst and Young proves it: high performing companies put more emphasis on leaders’ soft skills than do their lower-performing counterparts. The report comes from a company that’s focused on managing risk and strengthening controls, a company largely composed of data-loving analysts. Yet they recognise that technical skills are only half the picture, and that the less tangible (i.e. soft) skills affect the bottom line dramatically.