We believe an organisation performs at its best when people are at the heart of it.
It will continue to thrive when it is continuously innovating - improving its services, processes and/or products
These first three of these terms are frequently used interchangeably and confusion exists around their differences. Recently we were responding to a tender opportunity and wrestled with our use of the terms within the offer that we had constructed. We are advocates of the non-directive coaching approach, but often the client ‘does not know what they need to know’. As coaches that have been on business journeys ourselves we know the value of getting easy and cost-effective access to knowledge, fast, so that we can move ahead. We also know the value of the ‘trusted friend’ whom you can turn to for support.
It is always refreshing to read something new or something inspiring. It is a bonus when models are distilled into something clear, simple, short and easy to remember. David Chapman has captured the essence of the difference between these in what he calls his ’shorthand’.
‘Asking the Question (Coaching) – Telling the Answer (Consulting) – Guiding the Journey (Mentoring) – Filling the Gap (Training).
Feb 1st 2016, 6:21pm
Leadership is much in the news at the moment from the diesel crisis at VW to the recent humiliation of the English rugby team.
For much of the 20th century people linked personality with leadership; for the latter part of the century the thinking moved to competency being important. With corporate miss-demeanours, culminating in the banking crisis, people started to realise that character and intelligence were actually the critical guide to leadership success.
We all know that there are many different styles of leadership, with the most appropriate style varying from situation to situation; but how do we evaluate our own style, and that of others?
Building on the work of distinguished psychologists analysing successful leaders across history and cultures, and twenty years of their own work, The Thinking Partnership, a leadership consultancy based in Oxford, have developed CharacterScope® into a web based tool available at www.characterscope.com. It identifies nine types of leader: Innovator, Entrepreneurial, Executional, Practical, Strategist, Servant, Transformational, Charismatic and Professional.
CharacterScope has been created to help people find and shape their identity as a leader. It will not tell anyone whether they can make CEO, rather what kind of CEO they will be if they land the role and where to focus their development to maximise their impact.
You receive a report that outlines how to maximise your leadership potential. Individual users also have the option to share their results with others, complete CharacterScope for others as a way of providing feedback to them, or invite others to complete a review of them, showing how others perceive you. Teams are also able to request a team report, which aggregates individuals’ CharacterScope data to provide a map of the collective strengths and gaps of the team, to guide actions on team development.
For now the initial report is free, although that will change over the next few months.
Nov 26th 2015, 12:35pm
‘Good to Great’ by Jim Collins is an essential read for anyone interested in how organisations can perform outstandingly. I am sure we will return to this book in future Blog items. For now we would like to reflect on two points that are made that would seem to impact on the likelihood of success for an organisation in embracing innovation.
The first is the ‘leader’. Following substantial research Collins observed that: “the good-to-great leaders never wanted to become larger-than-life heroes. They never aspired to be put on a pedestal or become unreachable icons. They were seemingly ordinary people quietly producing extraordinary results.”
The second reflective point is that the leader has to get ‘the right people on the bus (in the team) and the wrong people off the bus’ before the journey starts and get ‘the right people in the right seats’. This can be a tough call but with a team in place who are self-motivated and trusting of the leadership the journey for transformation will continue even when changes of direction are necessary to adapt to changing conditions.
Are the people on your innovation ‘bus’ happily making the journey with the driver (the leader) in taking your organisation to a higher performing place? Is your leader someone who staff want to follow? If the answer to both of these questions is ‘yes’ you should be set to experience great things!
Sep 17th 2015, 11:15am
According to Wikipedia ‘innovation can be viewed as the application of better solutions that meet new requirements, inarticulated needs, or existing market needs.’ This is why we started Luminno. Years of working in the innovation and commercialisation space and latterly in coaching we have come to realise that successful implementation of innovation or ‘the application of the better solutions’ is a challenge. As with most things in life success has a great deal to do with the people. The organisation is simply the vehicle to provide the support and the culture - or not!
At Luminno we care about people, our own team, and those we work with. We understand the need to empower people to enable innovation to flow. We align with the need for innovation to be generated from the bottom up and supported from the top down by alignment with strategic goals. We also understand the need to provide individuals with the skills, tools and confidence to be able to make a difference. We help individuals and teams to be the best they can be.
In our blog we will bring the comments of thought leaders and others who share our passion for innovation. We will introduce ideas, and people behind ideas, that have experienced the journey and who have made a difference and who are willing to share their experiences and lessons learned.
“Never underestimate the power of a small group of committed people to change the world. In fact, it is the only thing that ever has.” Margaret Mead
Jun 30th 2015, 6:33pm
"Here at Frugi we have worked with Peter for over 6 years. When we first met we were just going through our first growing pain barriers at around an £800K turnover and we were bursting out of the barns we housed our business in, on a little organic farm in rural Cornwall...