Thriving in Tough Times – a fresh perspective
There may always be times when we feel we’re ‘wading
through treacle’, when nothing goes right: orders are lost, paperwork is
mistakenly shredded and colleagues are snappy. There are, however, tried
and tested tools that can swiftly move colleagues and teams from low
performance behaviours to high performance.
At the second in a series of three Thriving in Tough
Times breakfast seminars held by Lamont Associates on January 27th,
Management Consultant Georgeanne Lamont shared three tools guaranteed to
transform team work in any office.
After twenty years research and application, she has
turned her focus to assisting businesses in the Thames Valley area get
through these challenging times with greater ease.
“Unusual times demand innovation. And we are certainly
in unusual times. Some companies are growing and thriving, while others are
not. But all are aware of the need for innovation: tackling old challenges
with fresh approaches is crucial to success in a more volatile market,”
said Ms. Lamont.
“There is a body of research that shows that when
employees feel insecure, anxious and fearful, productivity decreases. This
frequently happens at the very time when employers most need responsive,
dynamic and highly productive staff. The tools we’re demonstrating today
enable people to give of their very best, to meet challenges creatively and
energetically using their full potential.”
The tools are deceptively simple, but Lamont insists
they deliver results because they tap into “the hidden wealth within each
individual”. One example is the art of good listening. We’ve all heard
people say something similar to this (from a participant) ‘My MD is a
wonderful man, his heart really is in the right place, but he just can’t
listen.’ It’s a very common problem faced by many senior directors and
managers. “The skill of listening is one of the least understood but most
potent management tools.” says Lamont.
As part of the seminar, participants did a series of
exercises designed to help them gain a practical insight into the cost of
shabby listening and the bottom-line benefit of full, active listening.
Lamont cites one client who cut meeting times by 30%, simply by learning to
listen attentively to his colleagues. Another senior manager discovered
that he cut time spent in conflict resolution by 20%, simply by developing
the skill of listening.
And it is a skill, an ability that requires patience
and practice, but its rewards are great. When team members feel that what
they say is being treated with respect and attention they feel a genuine
sense of partnership and ownership. Moreover, they begin to consider what
they say more carefully, as they know it will be heard and will reflect on
them. This creates a more thoughtful and collaborative work environment.
This is a moment of change, of opportunity as well as
apprehension. It can breathe life into companies where leaders are willing
to collaborate more actively with their staff, to bring out the best in
their colleagues and thereby tap into the vast contribution that each staff
member can make to everything from cost cutting efficiencies to product and
service innovations.
And it would appear that Lamont Associates’ perspective
is already a breath of fresh air for the participants. As one of the
participants said, “[It was] fabulous, best session I have been to”. Which
shows that even a two-hour seminar can change the way we work for the
better.
