Member Since: 21st Sep 2009
Works in Internal Communication to get management to treat employees like adults. Works as executive coach to create spaces for people to think and see things differently.
Masters in Organisational Behaviour from Birkbeck College, BA Hons from University of Leeds. BPS qualified in Level A&B testing, also NEO Personality Instrument. EQA Postgraduate Certificate in Executive Coaching (Senior level practitioner).
Sector experience includes pharma, education, charity, local authority, central Government, oil and gas, recruitment.
Internal Communication advisor, executive coach fe3 consulting
1st Jun 2017
While no-one would argue against diversity in the workplace, there's often no air time given to potential issues when trying to introduce a more diverse workforce. These issues include increased levels of tension as people 'different' to the majority join organisations (both for existing members and new members), and the possible requirement for more time to communicate effectively across different experiences and potentially different cultures.
I feel this is a no-go area for discussion - the discourse is always postively framed - and yet, these obstacles are significantly affecting both the potential impact of diverse cultures on organisations, and the push to implement.
4th Apr 2017
I'm torn about this - I agree that visual cues are important - but Skype doesn't allow you to look into your coachee's eyes. You're looking at a monitor, which is not the same.
I also don't charge anyway for my time or transport costs for private clients (I'm in London). So unless there is a significant distance, they pay just for their face to face time with me.
On the other hand, I agree that virtual coaching democratises the whole practice. This may turn out to be a good or bad thing for the coach, as it may reduce standards and lower price.
8th Jul 2015
I do think that there are plenty of people with degrees who are stacking shelves and waiting tables. I'm not so convinced that 'if you've got one, you're going to be in demand', but I do agree that the college degree is insufficient. The idea of personal brand when you're stacking shelves is ludicrous, and probably fits into the 'lies' that the original writer identifies.
For the basic skills set, I've yet to see the algorithm that can serve me in a restaurant or clean toilets, or provide care for mental patients. What's needed is not necessarily more qualifications, it's a rethink about how work is valued.
2nd Jul 2015
Sobering stuff. But don't be dismissive of young people's resilience to actually react to changing circumstances - including intense competition from overseas. This incidentally should not be limited to young people - anyone who's in a job, or needs a job, are ALL impacted by cheaper, increasingly-better educated talent world wide.
I too don't think that university should be touted as the be-all and end-all of education, but there may be a positive side to the situation where 'everyone has a degree', in that if everyone has one, yours will need to be better - which means that standards may rise. Let's keep our fingers crossed.
25th Jun 2015
I too have noticed that there's a missing graph above. My comments are - I can see lots of conviction leaders, so I don't think they're invisible. Gordon Brown on the question of the Scottish Referendum, Bill Gates on world poverty and who is certainly putting his money where his mouth is, and more locally, Carmel McConnell, who campaigns tirelessly for children to have breakfast before school as well as providing it (www.magicbreakfast.com). I think it's an issue of context, myself - someone who is 'authentic' (Lord, I hate the word) in one place, may be dodgy in another.
And while I welcome the idea of research which is less North-American focused, I'm concerned that the reliance on stories of the lived experiences of so-called 'ethical leaders' could deteriorate to mere anecodotes, particularly as research and analysis methods are often not sophisticated enough to take account of the material's complexity.
2nd Jun 2015
It's nice to see that 'the permafrost of middle management' as I once heard them described is getting a better press.
But really, what middle management require - two way communication with the top team, timely business information, streamlined decision making, no silos, teamwork and adequate resources - isn't that what ALL organisational members need?
29th May 2015
I'm not sure this WILL be such an issue, if only because the gap between pay at the top and pay at the bottom has been widening for at least the past five years - with no revolution to date.
These articles are from 2009 - http://www.theguardian.com/business/2009/sep/16/guardian-executive-pay-s... 2010 http://www.huffingtonpost.com/2010/07/08/income-gap-between-rich-a_n_639...
2012 - http://www.theguardian.com/money/2012/nov/07/wage-inequality-rises-ons and 2013 http://www.dailymail.co.uk/news/article-2317698/Gap-CEOs-pay-average-sal....
I wrote myself about pay transparency - or rather pay secrecy in HRZone last year (https://www.hrzone.com/talent/retention/the-taboo-of-discussing-pay-a-go...) - although transparency is a huge buzzword in HR, it seems there are very real examples.
You talk about the trust gap being tested - I think that horse has bolted long ago, with trust as its rider.
21st May 2015
I'd be interested to know about your success rate, and how you would measure it - in that you'd 'like to think (you) made a difference' - but primarily, I whole heartedly agree with your thoughts here. Without support, no change stands much of a chance of being 'embedded'. Prochaska and DiClemente's change model, developed in clinical settings, echoes this, in that it specifically has a stage for preparation which identifies social support. I use this in my coaching practice with executives - you have to have some routines, support, and rewards for doing things differently. In short, there has to be a benefit and in much organisational change, those benefits do not compensate for what's been lost.
17th Apr 2015
But the graphs show two things - first that the correlations are small - even the .33 doesn't indicate a large relationship - and secondly, these are correlations, not predictors.
10th Jul 2014
This was originally looked at back in the 1980s by Arlie Hochschild, looking at (I think) airline stewardesses among others.
However, while this report - and many others - show that this type of surface acting can be detrimental to health, there may also be deeper elements at play, particularly in places like casinos, restaurants etc,. This is where the customer interaction can become sexualised because to be smiling and attractive results in better tips - hence the employer and customers control staff behaviour.
I agree that corporate masks are the norm everywhere, however. As a comms person, I occasionally yearn for authenticity from senior leaders who might well have had a fight with their partner, or a [***] journey into work.
The worry is that not getting this, we create norms which don't allow such honest responses - and the cycle continues.