There are many theories about motivating self and others. At its most simple I think it comes down to one thing. It’s about whether you or the other person want to do it – the work, the task, the goal. If you are the manager of the other person and want them to be motivated and bringing their best to…
Am I this person? “I think Gill How is not the trainer suitable for our company. Her manner is too slow, I felt she is not interested in the topic herself. The session was extremely boring.” Or this person? “Gill is the best trainer I have ever seen. She is a good motivator. She is very patient, understanding and helps…
“Can I give you some feedback, Gill?” How do you react when someone unexpectedly offers you feedback? Intellectually most of us know that feedback should be helpful, that we should treat it as a friend. The problem is, particularly if unsolicited, feedback can feel like a foe. We don’t know in advance what’s inside the parcel. We don’t know…
As the bid leader, whether you like it or not, you are the bid personality and set the tone. You do this as you stand up at the team brief, when you walk round the office to get some water, as you enter the board room for the review meeting. You are always on show and the “can do”,…
We’ve all been there. When the pressure is high and the temptation to find fault with your bid colleagues is extremely tempting. This is the stage in the bid when the hard work has nearly all been done, the solution created, the interdependencies worked through, the financial model is coming together and the submission date is looming. There’s an oxymoron; when the bid…
Recently I attended an assessment day, as part of finding out more about becoming an associate of a leadership development company. I gave a presentation on “Developing a strengths based culture to improve performance”. It felt very me, innovative, leading edge, experimental, not yet quite proven, at least not on any large scale basis that I am aware of, yet…
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