Amazing feedback!

We recently ran an introduction to Emotional Intelligence course which was great. A brilliant engaged group who gave us amazing feedback.

In addition to everyone saying they would recommend to others here are some of the lovely testimonials we have received.

“A thought provoking introduction to EI. Natalie and Clare were engaging and gave the course energy and fun. Making this a valuable learning experience”. Nina Hartley, Head of P3M Profession, Met Office

“The workshop has been really helpful in applying EI to my own situation. It was also really useful in understanding others point of view. I would definitely recommend this workshop to others and will be exploring the concept further” Dominika Kopka, Contracts Manager, STR Logistics

“The insights provided on the topic of EI and organisational development by the facilitators really useful – everyone could benefit from the course”.  Anette Grahns, Engagement Manager.

“The workshop reaffirmed, challenged and developed my thinking in EI. Professionally led through knowledgeable warm and open facilitators. Thank you” Sarah Lavis, Head Teacher

“This session has highlighted areas of development that I have ignored for years and has been added unnecessary stress. I look forward to building on the skills and techniques I have learnt and hope it makes me a better friend and colleague” Ollie Christophers, Partner, F. Christophers & Son.

“I’m wondering how fantastic workplaces would be if these courses were compulsory for everybody!”

Working out if you’re the elephant in the room

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People might not want to tell you, and you certainly don’t want to hear it. But maybe – just maybe – the biggest problem with your organisation is you.

Sometimes as a leader you’re working hard to deliver all the objectives and results your company needs but you feel like your team and people are not as happy, engaged or productive as they could be.

Maybe there’s a sense of apathy, a grumbling in the air, a reluctance to put changes into place. People blocking ideas and innovation, a whiff of stagnation or something more serious that’s hurting your profits.

It’s hard to put your finger on what’s happening. Somehow, you’re not getting to the root of the problem.

A big question to ask yourself is: Do I really not know what’s going on?

If you were pressed and had to come up with an idea – what would it be?

It’s difficult to be brutally honest with ourselves but you need to be able to answer this question.

Even if you aren’t the problem, it’s healthy to explore the possibility and explore your own areas for improvement. But how to get a good picture of how you’re perceived by your teams?

You can ask.

I’m not suggesting you march your subordinates into the room and demand of them point-blank, “Do you think I’m a good boss?” That would be a little too abrupt.

But you can ask people anonymously, in the spirit of wanting feedback to help you improve.

You could find a format for asking questions people might not expect, but whose answers are more important than many managers realise. Questions like:

– Do you feel secure and safe to share concerns, thoughts and ideas – and if not, why not?

– Are you clear about what we are aiming for?

– Do you trust me?

– Do you feel I care about you?

Think about what the answers might be. And what that might say about your leadership.