Q.Learning

Transformational Leadership Part 2
2016-07-15 13:30 - 14:00, 2016-07-15 08:30 - 09:00 (America/Toronto) | Online, Oxfordshire
Leadership is a calling. Events or situations exist or emerge that call to someone to exercise leadership. You can duck or hide, but the event or situation does not disappear. The call still goes out.
Each event or situation is different. The courage required of the entrepreneur to risk capital on a bold new venture is different to the courage required to transform a legacy business. The determination needed to develop and sustain a culture of continuous improvement is different to the determination needed to work through a crisis. What is it we ask of leaders? Three things:
Recognition
Leaders need to develop the insight to see, hear and understand the events and situations that demand leadership. If you do not recognise that an opportunity or threat exists, then there is nothing more to say or do. It all starts with recognition.
Responsibility
Leaders need to have a felt sense of responsibility for transforming events and situations. They need imagination – to see beyond what is, to what is possible. They must accept that responsibility.
Response
Recognition and responsibility speak to the character of leadership. However, knowing what the right thing is makes little difference if you do not do it. Leaders need the courage to respond. Moreover, because leaders often must work through others, that means influencing people to respond too.

Transformational Leadership Part 1
2016-07-01 13:30 - 14:00 (America/Toronto)

Empathy
2016-05-13 08:30 - 09:00 (Europe/London)
You never really understand another person until you consider things from his point of view – until you climb inside of his skin and walk around in it. Harper Lee, ‘To Kill a Mockingbird’
The latest neuroscience research shows that 98% of human beings have the ability to empathise wired in their brains. (Exceptions to this rule include psychopaths.) However, many of us fail to tap into the full potential of our empathy capabilities, according to an article by the BBC (see page 8). In this Q. Guide we explore empathy – and the absence of it – and look at ways in which we can improve our use of it in everyday situations and as a manager or leader. We are not required to like or agree with how other people see things. Instead, we can all do better appreciating why and how others see situations, the world or us. Before reading further, look at these two pictures. Which word best describes what the person is thinking or feeling? (See ‘Links & ideas’ to find out more).

Change
2016-04-22 08:30 - 09:00 (America/Toronto)
Few subjects generate more discussion or attract more attention than change. Myths, muddles and misconceptions abound. Failure to change stories appear to dominate – successes seem harder to achieve.
Much of what happens with change is difficult to predict or control. However well designed, the law of unintended consequences, chaos theory and complexity often triumph over the bestlaid plans of mice and men. Therefore, the aim of this QGuide is modest – to offer hope we can be a little more rigorous in our understanding of change; a little more precise in defining and describing it; and a little more effective in how we manage through it.
A final thought. If you could not use the word ‘change’ to describe what is happening (or what you want to make happen) what word(s) would you use instead? Change has become over-used, losing its shape and meaning. Finding better ways to talk about it will give you a fresher, cleaner perspective.

Coaching over Coffee
2016-03-08 08:30 - 09:00 (America/Toronto)

Conflict Management
2016-02-02 08:30 - 09:00 (Europe/London)
We find two common types of conflict in organisations, both relate to teams. The first is conflict within teams – for example, when two teams have merged into one, with issues of identity or focus unresolved. The second is conflict between teams – for example where there are inter-dependencies around a core process.
Three things matter in achieving a resolution. Firstly, awareness – everyone involved needs to understand that there is a problem, its impact, and the consequences of not resolving it. Secondly, there needs to be a safe space where people can air their views and listen to different perspectives. Thirdly, there must be a rigorous process or model to enable an effective resolution.
Coaching teams to create the right environment and work through a process is a core Q. Learning capability. Team conflicts are never easy, and sometimes there is a lot of baggage to account for! But in the end, progress and resolution is always possible!
