The One Leadership Project • Overcoming Problems
The One Leadership Project have developed ways of working in response to four kinds of problem we have noticed in our work over the last 30 years in organisations…
1 – The Consulting Problem
You commission clever consultants who ask lots of questions then write a report that regurgitates what you already know in a fat report that few people read let alone act upon.
This makes the wrong assumption – an ‘expert fallacy’ – that lack of knowledge is your problem; crucially, it also fails to generate any ownership among your people around the solutions.
2 – The Training Problem
You send people on training, which may be good at the time but when they come back they have 100 urgent things to do, a mountain of emails, and no one else has done the training.
The training is not tied in to ‘the way things are done around here’ so in a day or two it is forgotten.
3 – The Away-day Problem
You and your team go on an away-day where most of the time is spent discussing lots of good ideas about all the tasks you need to get done. Little time is spent on the thing that would make a real difference – making you more cohesive as a team.
After a few of these events, not only do people not believe that anything will change. but worse – they are seen as a waste of time.
Away-days are also usually a one-off with little follow-up – sometimes run by cringey outsiders who have weird ideas which they try to impose on you, most of which don’t relate to your particular challenges.
4 – The Coaching Problem
Individuals receive coaching, which may be good but isn’t tied to the needs of the team or organisation so leads to frustration for all concerned. This partly explains why such a high proportion of people leave organisations within a year of having a coach.
Often individuals do change their leadership style as a result of coaching, but because there is no joint process, old perceptions of them persist. This is especially if they have been offered coaching for remedial reasons, perhaps to address a perceived problem in their style.
By contrast, if perceived high performers are offered coaching, this can have invidious effects in the team.. “Why are they being singled out for special treatment?”
Yes we bring frameworks, ideas, theories – the best that we have found in our global search – but always tailored and timed for your specific needs and in a humble spirit that acknowledges that you are doing this, not us.