tips and resources

Leadership DOs and DON'Ts

LEADERSHIP DO's LEADERSHIP DON'Ts
Understand who you are. Try to be someone else.
Exercise thought leadership to craft the right initiative that disproportionately adds value. Be captured by business-as-usual.
Engage a team with the right attitude and skills to succeed. Try to do it all yourself.
Break down ambitious goals into clear and specific actions that can be achieved in the short-term. Expect others to know what to do.
Be clear about the measures that matter and have the courage to face them. Ignore the brutal facts and hope for the best.

Thinking DOs and DON'Ts

THINKING DO's THiNKING DON'Ts
Take time to identify the real problems and any underlying assumptions. Rush into solution mode
Use narrative to identify the interrelationships between different aspects of the system. Develop point solutions that seem effective but create indirect consequences elsewhere.
Engage a diversity of opinion and perspective. Solve problems from the same perspective that created them.
Look for what's working in related but different areas. Limit yourself to past solutions, even if they work.
Identify and focus on the critical few. Remember the 80/20 principle. Make things complicated. Remember 'chaos' theory.

Communication DOs and DON'Ts

COMMUNICATION DO's COMMUNICATION DON'Ts
Think about how your audience will understand your content. Talk about your topic from your own perspective with your own language.
Think about your objective. What do you want your audience to think, feel, and do. Don’t leave your audience wondering what you meant.
Have a few key messages. Lose the message in a wall of words.
Use stories to bring your communication to life. Limit your communication to just the facts.
Look at and engage your audience, individually, when speaking Engage with your content.


Facilitation DOs and DON'Ts

facilitation DO's facilitation DON'Ts
Think about how your meeting aligns with organsiational mission and strategy. Rush to start the meeting. Most control is lost at the start.
Get everyone to agree to the purpose, scope, process and specific outcomes before the meeting starts . Make assumptions about the meeting without getting the input and buy-in of participants..
Use your power as facilitator to take control of your meeting. Put-up with any bad behaviour. Stop the meeting if you need to.
Acknowledge every contribution. Put your own interpretation on others comments. Ask.
Clearly summarise and allocate actions to participants (with times) Let people off, when they don't complete their actions.

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