Welcome to inclusion bites, your sanctuary for bold conversations that spark change. I'm Joanne Lockwood, your guide on this journey of exploration into the heart of inclusion, belonging and societal transformation. Ever wondered what it truly it takes to create a world where everyone not only belongs, but thrives? You're not alone. Join me as we uncover the unseen, change the status quo and share stories that resonate deep within. Ready to dive in? Whether you're sipping your morning coffee or winding down after a long day, let's connect, reflect and inspire action together. Don't forget, you can be part of the conversation too. Reach out to jo.Lockwood@seechangehappen.co.uk to share your insights or to join me on the show.
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The Inclusion Bites Podcast
Voices Unleashed
Speaker
Joanne Lockwood
Speaker
Helen Joy
00:00 Mid-level managers face challenges cascading decisions. 06:33 Investment in people crucial for business success.
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“Well, in most organisations, there is this mid level of managers who so often have the hardest job in the business. They are filtering messages that come down from above. They don't get to make the decisions. The decisions are made up there in those ivory towers of C suites, and they're cascaded down through varying layers of management.”
“I always believe that you manage staff but you lead people.”
“Lots of technical organisations invest huge amounts of money in technical skills and abilities and inductions, but they completely forget that the biggest asset in their business is their people.”
“I didn't realise for many years that actually my job, my role, was actually motivating the people. And then whatever my role was other than that, was second.”
“I don't think that's uncommon because again, like you say, the bit that's difficult about managing people on a day to day basis is you are, to a degree, you're carrying their problems in your head quite a lot.”
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So adjust your earbuds and settle in. It's time to ignite the spark of inclusion with inclusion bites. And today is episode 107 with the title Voices Unleashed. And I have the absolute honour and privilege to welcome Helen Joy. Helen is a management development specialist and when I asked Helen to describe her superpower, she said it's her ability to build rapport and inspire people to make small changes that create big impacts. Hello, Helen, welcome to the show.
Hello, Joanne, and thank you so much for having me on this beautifully cloudy, Grey Friday. It is great to have some sunshine in my life by spending some time with you.
I know someone put on LinkedIn earlier. What was your ideal theme tune for the weekend? And I put, here comes the sun. And I thought then, Rob, it's a bit early in the year, we're only in February, but I can only dream.
Yes, it's coming. It's coming just a little bit away.
So, Helen, Voices Unleashed. Tell me more.
Well, in most organisations, there is this mid level of managers who so often have the hardest job in the business. They are filtering messages that come down from above. They don't get to make the decisions. The decisions are made up there in those ivory towers of C suites, and they're cascaded down through varying layers of management. And then they come down to those mid managers who then have to transfer that knowledge and that change or whatever's happening in the organisation to the people on the front line doing the role. They then have to absorb back up all of the things that might be wrong with that particular choice of direction, all the issues, all those things. But quite often, those middle managers are never heard, they're never asked, they're never listened to, they're never given the opportunity to actually share their knowledge and experience of what's happening and how things can be changed and adapted and for me, it's about making sure that those middle managers have the skills, the knowledge and the confidence to use those voices, to make sure that what's happening in a business is actually for the benefit of everybody across the business. So that's one side of it.
It's that making sure that they're heard, but it's also about those managers being able to create environments where their teams can genuinely thrive, where everybody in their team has got that sense of psychological safety, so they know that they can be who they are, they can bring their own uniqueness into that team and they are valued exactly for that. And everybody's voice in the organisation then gets heard, because nothing changes without all of those different perspectives. Your intro talks about challenging the status quo and that's what we need in organisations at the moment. And the status quo isn't going to change unless we listen to everybody, unless we get all of those different perspectives, all of those different thoughts and ideas and ways of doing things. So getting to hear those voices is so important. And that begins with building the confidence of those managers to be able to push those messages back up the chain and make sure that they're listened to.
I've been a middle manager at the beginning of my career, probably without experience, without support. I think one of the challenges I find in organisations is we tend to promote people who are good at their jo, not fantastic at leading, inspiring and I'd probably use the term leader rather than manager. I always believe that you manage staff but you lead people. So I prefer that. I think we often promote people into those roles without the support, without developing them and say because they are great at what they do and they're looking for a pay rise or career development without actually putting them on the career development path first, or even surround them in cotton wool in their first year to help them develop, and we see that so often. So that's, for me, where the challenge in organisations lies is investing properly in that lower level, mid manager tier and without just expect them to pick it up and getting it right all the time.
That is the biggest challenge in organisations. There's a statistic around 82% of managers are what we're called accidental managers. There's a Gallup stat. I'm terrible for remembering where these stats come from. I can remember the stats, can never remember exactly who to credit them back to, but I've seen it in lots and lots of places and it's that 82% of accidental managers, so exactly, as you say, they're great at their jobs, but that doesn't make them instantly great at getting the best out of those people. And quite often they're not. At that point, they could be with the right support, with the right development, but businesses just don't invest in that. They seem to expect that people, you instantly give them that job title and suddenly they're bespoked with that job title and all the skills and abilities to do that.
And they invest lots and lots at senior level in the C suite, in executive coaching and things like that. Lots of technical organisations invest huge amounts of money in technical skills and abilities and inductions, but they completely forget that the biggest asset in their business is their people. And if their people aren't being led, managed, supported by people with the right skills to do that, that will always be the blocker from any significant growth, productivity development for that organisation. And you create environments where people are not happy, and when people aren't happy, it impacts on every area of their life. It means that they don't want to be there, they underperform, they eventually leave, and you end up with this constant cycle that just by improving the skills and qualities of your managers, people want to work with you, they want to stay there, they want to be. We've all had those managers and leaders that we would do anything for. And when you question people about that, because I always talk about that when I'm doing a management programme, we always start by talking about leadership and management and that your job title might be manager, but you're there to lead that team. And whenever we talk about the characteristics of the managers that have brought the best out in you, lo and behold, they're all the skills of leaders every time.
The other problem I found when I was in that zone, if you like, was I hadn't let go of my old job. I was still good at what I did. I was a good it technician, a good electronics engineer, I was a fantastic at installing servers and flying around the world and putting this stuff in and making it happen, then suddenly I had to care and motivate and worry about people, whereas my focus was on getting the job done. I didn't realise for many years that actually my job, my role, was actually motivating the people. And then whatever my role was other than that, was second, you come in the morning, your mission is to deploy your team, your troops, make sure they're happy, you do your toolbox talk, do whatever you do, you brief it, you do your agile, whatever scrum. And then, and only then, once you've dealt with everybody and got them motivated, then you can step back into your techie role or your senior accountant role, whatever it is, and do get on the tools again. I think that's the other trouble. We promote people without letting them let go or they don't want to let go.
They didn't realise that. They thought it was just about being in charge, not having to worry about things.
Well, that's it, isn't it? I'll tell you what to do and you'll do it. And that's that kind of shift of people. I think it's because people aren't given the real clarity about what their role involves, rather than it just be they're just told, yes, you're promoted, here's your pay rise, which everyone go, yeah, brilliant. Now I've sourced that, the rest of it will just happen. And it doesn't, because we also motivating, driving, supporting, developing people. It's hard because everybody's different and everybody takes a different tweak and a different motivator and a different conversation and all of those things, and suddenly we've got to think about 15 people's motivators rather than just our own. So it's so easy to drop back into the comfort zone of, as you say, on the tools or whatever that may be. Going back into that is like, well, I feel comfortable here because I know I'm great at this, whereas that bit is hard, so I'm going to avoid that.
And all that happens is the problems get bigger and bigger and our team get more and more disillusioned because they're not getting what they need, whether they've had what they need from your predecessor or not, they have those expectations that you're going to deliver those.
Yeah. Another thing I learned about myself is that I don't enjoy managing people on a day to day basis. I really don't. But I do enjoy being a senior manager, a senior leader, a director, where I have people, managers beneath me. And we can have kind of. You have shortcut conversations, don't you? You don't have to do all of the. Are you okay? Sorry. I'm not saying you don't have to do that, but you have to do it in a different way.
They tend to be self starting achievers, getting on with stuff and then kind of their problem to communicate the plan downwards. And I think I need a level of obfuscation or separation between me and the coal face because I really don't enjoy that. I like to see big pictures and it's often hard to translate a big picture into everyday speak when you've got people who are too worried about where the widget goes. So I've learned that about myself.
I don't think that's uncommon because again, like you say, the bit that's difficult about managing people on a day to day basis is you are, to a degree, you're carrying their problems in your head quite a lot because there are those people who are those ultimate nurturers who are just amazing at doing that one to one piece with the individuals in their team as well as the whole bit. And they love it and they thrive on that. But actually, I think those people are quite unusual because I think most of us, because I'm exactly the same as you, I spent a lot of my time talking to managers about how they do that, get the most out of doing that day to day bit. But I know for a fact I'm much better when I've got that separation. I can just go, okay, right, well, this is where we need to get to your job is to get them there, because that's me being able to go, right. You deal with the really hard bit and I'll do the forward thinking bit and not the tactics bit, but you kind of go off and actually do those dealing with 810 people's issues because, and I know there's getting older as well. The older I get, the less kind of patience of sometimes, but it's hard.
It is. You've got three people want holiday at the same time. You got to have the same old argument at Christmas about who gets the three days off, who has to come in. They're all no win conversations. You got to try and deliver the bad news in the best way possible to people. And it is. It's exhausting managing people. And I don't think anybody does it with ease.
There's always a challenge there. People are different every day, aren't they?
Yeah. And you think the way that workplaces are these days in terms of hybrid working as well, when you could go in and you were physically with your team every day, it was easier to spot instantly if somebody wasn't quite themselves, because within half an hour you could usually tell if someone was in a bad mood, someone was in a bit down or something like that. And I think for managers who had really good, strong relationships with their team, shifting to hybrid has been easier than people that didn't. Because again, with people working at home, it's easy to put a brave face on for 20 minutes while you're on a call with your boss and then turn off and crumble in a way that you couldn't do when you're in the office. You either had to maintain that facade for the whole day, which is really hard, or somebody would spot it. And I think a lot of frustrations and challenges and issues that people are dealing with got spotted a lot quicker than they do now because managers more stressed, they're busier, they're having to take all the skills that maybe they weren't always great at in the office and apply them in a completely different setup in a way that they don't always know how to manage. And some organisations do it really well, most don't. And I think where the ones that do are the ones that support their managers to learn the skills to manage remotely, because obviously, like you say, when you were in your old job, you were flying around all over the place and doing stuff like.
So you got used to being remote and lots of people have got that knowledge and experience, but also a lot of people haven't. And I'd be so interesting, when you were flying around and being remote and doing all that stuff, how were you managed at that point and how did that work for you?
I was kind of empowered with the project, so I would be touching base user management to be touching base. That's a bit you're. If you're in Hong Kong, Singapore, La, San Diego, then you've got eight hour time differences. You can't sit and say, I can't do anything until people come in because your day is gone and their days started sort of thing. So you had a level of empowerment. You get on the plane and all you would do is cheque in on a regular basis. This is back in the pre email, you weren't texting each other. This was a phone call.
It had to be a phone call. And so it was a phone call, just not necessarily every day. Every time there's a situation or a problem, but also we were hooking stuff up between them and the UK and so sometimes there was conversations happening anyway, but very often, and I was going to talk about this, it's about this asynchronous form of management where we look at the evolution of email. We started that, so we ping an email off, can you do this? Someone reads the email, does something and says, that's done. Or can you clarify? That's not an interactive conversation or synchronous asynchronous. And now with teams with Slack WhatsApp, all these sort of messaging tools, we're now far more comfortable having one liner asynchronous conversations to fire people off. And that's, again, a different management style. If you need me, call me.
If you don't get on. I think that's how it was for me. It was empowerment and responsibility, knowing. And I knew myself what I had to achieve by the end of the week because the flight is booked on Friday and I have to be on it sort of thing. Write a very clear project plan, get in, do this, do this, do this, get out. And if it was going badly, then I'd have to report that quickly because I'd need someone to change my flight and push back the next schedule. So, yeah, I think it was empowerment, trust and personal responsibility to communicate back.
And I think know if you think about Daniel Pink's model for motivation, where it's autonomy, mastery and purpose. And so for you there, that autonomy was a great way of making sure, like you say, you've got those boundaries and those parameters that you've got to deliver in and you know that you're trusted and that you're valued and that you can deliver that and that you've got support if you need it. And I think where we are now, I think, like you say, with the advance of technology, there is almost for someone that just feel like they have to be checking in all the time and they feel like that's their job. And actually it's the complete opposite of what we need as humans in terms of being able to have that desire to deliver and to do our very best at something because we're constantly being kind of micromanaged. I did some work with a client earlier this year when we were talking about time management and prioritisation, and we talked about how they communicate and they had 15 different methods of communication and it was chaos because everybody was using something different and getting frustrated that everyone was. So we ended up. They put together a communication charter of how they would communicate, when they would communicate, which method they'd use for whichever purpose, and which ones they were just going to bin. As a business, they're clearly not going to stop people using them from their private lives.
But as a business, this is how we communicate. And it's then down to you to talk to your manager about how often you need that and for your manager to start to and work out how you develop that trust, because it can feel, I don't know if you've ever had it. I've had it sometimes with clients where you're kind of working on something and they're constantly kind of, what about this? What about that. What about the other? And it's like, just absolutely want you to be involved. But let me get to this point first, and then we'll talk about it and then discuss anything. We're too easily accessible now. But also, it's too easy to avoid all of those interactions if you want to, which is the other end of it sometimes for managers, which is that we don't know if there's a problem sometimes until it's too late, because it's easy for people to hide if they want to.
Yeah. And I think sometimes when you talked earlier about the cascading down and what can happen is in that cascade, the critical parts of the information or the plan aren't always passed down as well. You're given this precy where people at the top know exactly what the long term goal is, but by the time it gets down to the person at the bottom, it just says, step forward. It doesn't say why or how or what the purpose of stepping forward is. And I remember doing a leadership development training with Hoskins at the time. This was late 80s, early ninety s. And I remember we were given a task to lead our team to build a bridge between two desks. And so we were given a bit of information.
We said, okay, team, we need you to build a desk with this box of Lego or Meccano over. Across this desk. And some of the people built this really nice rope bridge, this swing thing. And then people did this and they did that. And then we, as sort of like the leaders, got this next bit of information. We need to be able to drive a car over that bridge. So we had to go back to them and say, right, okay, the plans changed, the goalposts changed it. We actually need to.
So you need to take down the rope bridge. Now it is drive a car over it. Anyway, this carried on, carried on, carried on. And the final thing we found out was the bridge is actually over some water and boats go under the bridge and sometimes the bridge needs to lift up in order to get the boat under it. Of course, none of the designs catered for that part of the plan. So it's all about recognising as leaders, we need to communicate the goal and buy people into the shared success of the project and the outcome, not think, oh, I can't trust them with this just yet, because that'll blow their minds. And then we protect people and that ends up with this communication gap.
Absolutely. And I do stuff around change management and using ad car to the ad car model that some people may or may not have heard of, is really simple, it's really easy, and it's just five steps that take you from awareness through to reinforcement. And it's all about communication, it's all about right up at the beginning. The more you communicate with people, the more you tell them and give them and share with them, the more aware they are, the more likely they are to engage with that. But there's this thinking, I don't know what happens as people get further and further up the tree. I'm using my hands. Nobody else can see this, can they? That people kind of lose the ability to see people's capability further down the line. And actually, the more you communicate and share pre change, the more different perspectives you get inside.
And the more people you get talking about what that might look like and what the impact can be, the more chance there is of that being something that actually is going to work. Because when decisions are made completely in a bubble about, based on statistics, spreadsheets, data with no thought or consideration put into the reality behind the figures that are spewed out of whichever software, it's never going to be something that can be delivered, that there will always be better ways to do, better ways to add. But we just don't, as organisations, we so often just don't. Like you say, we're too scared of frightening people, when actually the more people hear rumours about what's going on without any consolidation of those rumours, the worse the fears. And there's a word, but my menopausal brain can't think of it. The conjecture. It's not conjecture, but it's that kind of thing. But the worse it gets.
And I think the day that big organisations recognise that change can be done in a different way, they'll be so much smoother, so much easier. No wonder there's such a massive change or industry in people coming in and consulting on this, because just being honest and open with people, people are far more capable than they're given credit for.
And they want to be trusted, they want to be able to take responsibility, they want to be able to bring some of their own creativity. And I appreciate we've got. There's lots of psychological models about type x and type Y people, or whatever it is, and some people like to be given a task with very tight bounds and said, do this, put screw a into hole b, do it and repeat. Some people are artisans, some people are artists, some people are technicians and creative and they want parameters, not straitjackets. And it's recognising as a leader. The different management styles you have to adopt with different people to get the best out of them. And some people are high maintenance and some people are low maintenance and some people react differently. I know if you don't give someone a tight boundary, they'll break down and go, I don't know what's expected.
I can't handle this. I don't know what's expected of me. Other people over manage, they rebel and go, hang on a minute, I know what I'm doing. And you end up having to diffuse these conflicts. And I think that's the biggest challenge as a leader is recognising that people are different and really are different and surprise you.
Yeah. As a manager or a leader, the time that you invest in getting to know and understanding your people and having the awareness that go into those conversations without an agenda, just go in and sit down and get to know them as people, as individuals and not as their job title, but just sitting down and saying, right, I'm your new manager. Tell me about yourself, tell me about you, tell me about what you enjoy, tell me about what you don't enjoy, tell me about what you want to do more of, tell me what your plans, what do you want? And some people don't want to share that stuff in work. They don't want to share anything beyond, I'm here to do my job and I want to just do my job and go home and that's fine. But you don't just make that assumption about everybody and ask the questions and over time, even those kind of quite tightly bound people will ease off and relax when they appreciate that you're doing it from a point of genuine interest and genuine concern for them as an individual, because you've got to. Yeah. If you can recognise what each of your team want and need to be their very, very best, and if you've got the skills and the ability to have those conversations, then you're making your job so much easier. I think people manage, especially new managers, get really, really caught up on the idea that they've got to be fair.
And what they mean by fair is they've got to treat everybody exactly the same. Because I remember when I got my first management role and that's basically what I was told, you treat everybody exactly the same. And how I treated people got great results from some people, didn't get great results from others because they needed either more nurturing or more freedom, but because I'd been set this blinkered focus, it took me years to recognise that, oh, if I just give them that and give that. And I kind of started doing it under the table. It was a bit kind of like, okay, come here, we'll treat you. But then that creates unfairness in itself because you're doing it secretly, so people perceive it as favourites and things like that. But if you've got a culture where you back to recognising the uniqueness that everyone brings and the strength that that brings, but that needs to be coaxed out of different people in different ways, but you've got to know that, you've got to have that across the board. You can't just.
I don't know about you, I've worked in organisations where there'd be one department or one function where it was amazing and everyone had a wonderful experience of working for that organisation. But different parts of the business, if you spoke to people there, they hated it, they had a terrible experience. And it's all down to the leadership, it's down to the cultures that are created and the way that they treat and value and respect their individuals. And that's the difference between those two. You're in the same organisation, same outputs, but completely different experience of being there.
And the same can happen with customer service. I can make a telephone call and have a wonderful experience dealing with that wonderful human being. I can phone up another time and there's a miscommunication, there's no lack of listening or whatever it may be. And I have a terrible experience with that same organisation. Yeah, I'm pretty sure. I'm pretty confident the organisation I'm dealing with wants me to have a fantastic experience. Just sometimes it goes wrong and it's often down to that human to human interface where it goes wrong, a lack of whatever it may be. You mentioned earlier the phrase psychological safety, which is kind of a buzzy thing where everyone's talking about it's one step forward from bring your whole self to work, isn't it? It's kind of that bring your whole self to work and sub.
What does it mean to you in context, what you're just saying?
Yeah, I can talk about psychological safety for about 18 years. So right back in the early days of Amy Edmondson coming out there and talking about this, because it really resonated with me as a person and how I believe managers and leaders should be in the workplace. And for me it is about creating an environment where everybody in your team is treated equally, is respected, is valued, is able to bring their very, very unique version of themselves and their perspectives into work every single day with no fear or concern around judgement, around fear of failure, around being judged. I was recording a video on this yesterday. She got to rattle this off the top of my head, shouldn't I?
These fundamentals, learner safety, creativity, all those kind of things.
Those things. So, yeah, the learner safety, the inclusion safety, the challenger safety, the contributor safety. So all of those bits where you can come to work and you can be yourself. Absolutely. But that everybody around you is in exactly the same place and there is no judgement, there is no fear of failure. The whole thing, when you do workshops and training, there's no such thing as a stupid question, there really isn't. It's that sense of creating an environment where stuff happens and it's fine because we learn from it and we move on and we keep going forward. But everybody is valued for who they are and what they bring.
And that for me is massive.
One of the challenges I find is that when you are that mid level manager or maybe a supervisor or team lead, you're very focused on these things around your team because you're that human to human contact. I think the higher up the organisation to go in that there is less tolerance of failure, less tolerance. You almost have expect to have this robust adult conversation with someone, say, I'm going to tell you like it is, and I don't care about your feelings, I just want to say, you need to do this, you need to do that. So I think higher up there's less psychological safety. And of course, as you go down, you tend to bring, you repeat what you've been given. So if you've been given fear and bullying or victimisation or blame, all this kind of blame culture stuff, it takes a really strong person in the middle there to be able to put a fire break in and says, okay, I'll take the arrows in the chest, my team, my responsibility, and then I come and have a chat with my team and say, okay, this is how we need to work all this together, this is how we can solve these problems. What are the challenges we're facing? How do I push back? Because the CEO just wants the share price to go up.
And that to me, is kind of what's wrong with capitalism the way it is at the moment. I mean, that's a whole other thing, isn't it? We could go on to that for hours. But it is that you're absolutely right. The humanity seems to be stripped out the further people go, because I think you're right, that it's their experience of, I'm now in this role this is how I'm expected to behave. And I think, for me, one of the biggest examples recently was the ferry company. I can't remember which one it was with the ferry company. They just sacked so many people.
Oh, yeah. Pno. They laid off all of their low paid workers or something, didn't they? Yeah.
And that was a decision. And when you kind of looked into the ownership structure of the business and how it kind of. The people making those decisions were so far removed from the individuals who lost their jobs, it really is just a case of they are numbers on a spreadsheet and they're numbers on a spreadsheet. In a spreadsheet. In a spreadsheet, in a spreadsheet. So they have absolutely no connection on a human level at all. And my view, that can't be right.
No, but isn't that the whole challenge around Edi? Discrimination, bullying, victimisation. It's where people start using dehumanising language. And if I describe you as not in the human way, then I could do what I like to you, because I don't see you as a human. So we invent these dehumanising words and we can do the same with our corporate spreadsheet. We don't see people, we see numbers. The Rwanda policy, for example, we're just seeing a boatload of immigrants, a boatload of people, people who are costing us money. Therefore we see numbers on a spreadsheet. Therefore those numbers need to be sorted with another spreadsheet.
I think that's what happens with genocide and cleansing and all this kind of stuff is where you don't see people as human beings anymore.
No, and I think that the mainstream media. I saw something the other day that was saying that the amount of people reading mainstream media has dropped massively. Although when you see where they're getting the news from, I'm not totally sure whether that's a good thing or a bad thing.
People are making up their own mainstream media now. Viral on wacky theories, isn't it?
The media, over the last 510 years, the whole world seems so polarised and that you're either you're this or you're that. There's no grey anymore. People just kind of. But it's bizarre, isn't it? Because you see this, and this is social media, this is mainstream media, but day to day interactions with the people around you are not like that for most people, that most people interact with most other people in a predominantly positive way. Or maybe I'm still an idealist that likes to believe that humanity is still 95% positive.
I don't know if you've read humankind by Ruka Bregman. He's also the author of Utopia for Realists. I've mentioned several times in this podcast series. But yeah, I'm a great fan of Ruka's outlook on life and how he sees people. But yeah, humankind. He proposes and supposes that humans, by their very nature are good and kind and people generally, most people, don't wake up to be evil or nasty or horrible or discriminatory or anything like this. Some of their behaviour is learnt and they can be perceived as that, but genuinely they believe they're doing right, being kind. There's a difference between intent and impact sometimes.
And it's a very interesting book. And he talks a lot about the psychology of warfare and how they believe they could destroy people by carpet bombing and bombing and bombing and bombing and believing the civilization become demoralised. And actually the opposite occurs, as we've seen in Ukraine. The Russians haven't destroyed the will and the backbone of Ukraine. What they've done is they strengthened it. And that's what happened when in the Second World War, we were bombed, we had the Blitz spirit and then we did the same in Germany and carpet bombed residents in other places. It didn't destroy anybody, it just made them more resolute. So this old mantras of warfare and human psychology, we've got to step back from these.
I think we can take a lot about this in the workplace. Have faith in people, in their humanity, treat people as people, recognise them as human beings and they will behave as human beings. If you treat somebody in a negative way or a disrespectful way, they'll learn that behaviour and they'll respond in that way as well.
For managers, it's just that bit of recognising that when you've got conflict in your team as a manager, the first time that happens, it's terrifying because you don't know how to deal with it. For most people, you kind of sit and look at these two people that are just not getting on and you're just like, oh, my God, I've got to deal with. That's my problem now. I've got to deal with that. But actually, if you go into those conversations and again, back to that, no agenda, but just go in with genuine curiosity to find out, right, what's the problem? You tell me what the problem is right now. You tell me what the problem is now. Let's work out, because actually the problem is often just a misperception, it's a mixed message, it's a lack of understanding of something that's happened at some point in there. And once you can actually sit down and take the emotion out of it and just sit people down and go, right, let's talk about it.
But as a manager, that's one of the most terrifying things to do, because your expectation is you're going to get yourself in the middle of this and everyone's going to start screaming and shouting and it's all going to be your fault all of a sudden. But actually recognising how to deescalate things is such a powerful thing to do. And the more what you're then doing is exactly that is taking them back and going, right, this is just another person who's trying to do their best in this situation, in these circumstances. And that's why sometimes miscommunications in organisations. I say, when that cascading comes down, people hear rumours, they hear sometimes what they want to hear or what they don't want to hear. And that causes fear, which when we're afraid, quite often we push out because we're frightened and it's getting beyond that. But it's, again, the managers having the skill to understand that this behaviour isn't that person's normal default. So if they're acting out of their normal parameters of behaviour, what's going on? What's the problem? And being able to have the confidence to go into that conversation, and that's one thing our managers lack massively.
Yeah, I think I learned a lot about humanity and humans having children. I think anyone who's suddenly found themselves with a two year old laying on the floor in Marks and Spencer's, pummeling the floor with their fists, saying, I don't want to, I'm not going to, or whatever it is, and you end up having to pick them up, stick them over your shoulder and watch everybody around you judge you for a. Your child's behaviour and your reaction to it. You'll go, nothing to see here, just another two year old. So some of the people just go, I feel for you, but sometimes as a manager, you do have to give some parental or pastoral guidance, which may actually be out of your own comfort zone. We're supposing that managers are good at all of this. They're not, are they?
No. Especially in more technical organisations, where people are employed for their technical skills and abilities, and that's the way that their brains work, that's the way that they compute the world around them. Is very logical, strict parameters. And then when you start throwing emotions and things in there, that can be really hard for people in those organisations. And we do, we just make this assumption that they're going to be able to deal with it. And until we provide them with the skills to do that, and not everybody wants to do it. I used to run, it's one of the things I'm still really passionate about is the preskilling. So doing leadership academies, where you're getting those managers before they're promoted and you're saying, these are the skills you're going to need.
And when I first did these 20 years ago, we would take a group every year of 2024 people and by the end of that year, half of them would have been promoted. Probably six of them would have turned around and said, I absolutely never, ever want to go down that route in my life because I have not got the tolerance, the patience, the desire to be in that role. But for us that was a win because we could sit down with them and go, right, that's great, we know that now. So we're not going to put you into that position and watch you fail. We're going to go, this is your career path then, and these are the people that we'll bring in to do that pastoral piece for you. Do you find it in. I mean, I was talking to a solicitor recently about the fact that lawyers make some of the worst managers in the world and it perpetuates, like we said earlier, the behaviours, you continue the behaviours that you've seen and they are just. Because they are just trained from the moment they set foot in an organisation.
It's about billing, it's about revenue, it's about getting the job done for the client and that's it. So then you start to bring people in and start to look at the softer side of things and it is such a struggle for so many of them.
I read an article recently about surgeons in the healthcare sector and they were saying that the best surgeons and consultants are the ones that have the worst bedside manner because they need to stay detached and objective. And as soon as you have a better bedside manner, you become invested in that person and you can't make objective decisions. So they're actually saying you actually want a search or a consultant who has no bedside manner because he's likely, or she's likely to be far more efficient at doing the right thing for you.
I've read something, I don't know if it was the same article, but there was a doctor who said we cut people up? You can't be emotionally attached to someone you're about to slice into. And that was like, I never, ever considered that before. Like, say we complain about doctors and surgeons not having a good bedside manner, but actually, yeah, I'm with that one now.
Yeah. As trouble is, when you have a lot of empathy and compassion yourself and a bit of high EQ, you see people as being grumpy, dismissive, nasty, horrible, when really they're just being clinical and efficient. We want people, everyone, to be kind of touchy, feedy, warm and cuddly, but actually they're not. I think you got to get over that as well. I've learned my own communication style changes when I'm stressed under pressure, busy under things. I know that I could become cold, grumpy, all these kind of things. I'm sure most of us can if we're under pressure. So it's having the EQ or the emotional intelligence to be able to recognise that and be self aware and step back and go, actually, give me 5 minutes, let me focus myself, centre myself and I'll be ready for that conversation.
But just, if you come to me now, I'm prickly. I know it, I'm sorry.
Yeah, I'm exactly the same, actually, in that my natural default is I'm the person at the front of a training room bouncing around and teasing and energising and getting everybody where they need to be to get in the way. And there's some people in the room that I have to be very conscious, that I've got to rein myself in for you because you're just looking at night, oh, dear God. But then under pressure, I can be very. I just want to get stuff done. And I used to, like you say, I used to say to my team, I know I'm going to get really crossed in a minute, so can you just let me deal with this and then we'll deal with that. Didn't always do that the very first time. I may have shouted and got a bit grumpy for a couple of years, but learned in the end.
But that's the basis of EQ and emotional intelligence and it is that self awareness piece. Unless you actually look in the mirror or if someone has the courage to tell you in those appraisals and 360 feedbacks and those sessions you have, if people keep shying away from the constructive feedback and you're doing all right, you're doing all right. But if someone actually said, did you know, in a constructive way, you go really? I never knew that about myself. I did a very interesting exercise a few years ago when I was just starting out my own. I wrote to everybody I knew and just said, look, I'd just like to know how I come across. Come up with some words that you could use to describe me. And it was really interesting just to get their feedback on how people perceive me, both as a human being and in what I did. So there's a separation between, if you think about disprofiling, it's always your natural self and your business self, if you like.
And it's good to reflect on how people perceive me and how much alignment there was between how I thought I was perceived and I was actually perceived. And I thought that was really positive. There's a few things that people went this out there. I'll go, actually, I know that you're not surprising me there, so there's nothing surprising. But people did notice that I can be a bit grumpy and a bit kind of sometimes. Yeah. But it's a good exercise, I think. I reckon everyone should give it a go if they trust their friends.
Or you soon find out who you can trust.
Yeah. It's like going to toastmasters, having a speech evaluation. You have to trust the people in the room that are going to be objective and not just go, I didn't like it.
I was going to say, but you answered the question. Did you get any feedback that surprised you? What was the most surprising thing that people.
I think people. I was pleasantly surprised that most. Quite a few people described me as very generous with my time and willing to help people that I probably hadn't seen in myself. It was just something I did. And my wife, Marie, she always says that I'm an extremely generous person, not just money, but just in what I will give. And that has a downside, is it end up cutting me into multiple little slices and I end up giving too much of myself away sometimes. But diversity of spirit, I think, was one of the things that I really warmed to. And I thought, I'd never thought of that before.
But no, thank you. I'll put that in my box. I'll keep that. Yeah, it's interesting.
That's interesting. That's one of the first things I noticed about you when I first met you and the generosity of the time that you give to people within the PSA and supporting people there. And just, you're the first person to kind of support and offer suggestions and recommendations. And I come away from most of the meetings with a little note of must go do that. Thank you very much. That's a great idea. I'll go and do that.
I think sometimes when we're given feedback, I always think that the first question or the best question is, how do you think you did? Because I need to know how you think you did, because actually it's not about me. I can give you my perspective, my opinion, my view, but really what I'm looking for is how did you think you did? And then that's the basis of a conversation. Because if you think you did amazing, I can take a different tact to if you thought you did badly, I could tailor the feedback to now, you weren't that bad. No, there's a few things that you could have improved on. There's a few things you did really well and focus on those areas, whereas if you think you did really well, then it's harder to be a little bit negative. So you got to build up the positive stuff and then think, actually would be better. If I think just having that first question, how do you think you did? What do you think you could have done better? I recorded the podcast on the other day, and I talked about rubber ducking, and it's all about this concept where instead of coming to me and asking for my opinion, you talk to a rubber duck that's on a shelf somewhere, and you have the conversation with an inanimate object. And often speaking out loud and hearing yourself, analysing something is enough for your brain to then reinterpret.
It's got to go through that cycle of brain, mouth, ears, and that helps you solve problems. And sometimes asking somebody just to listen and shrug their shoulders occasionally is all you need. So I think getting someone to say how they think they felt and then how do you feel about that? How do you feel about that? Allows them to bring out some of the anxiety or some of the challenges or the bits they're proud of that you can then validate. So, actually, this brings me back to something you said right at the beginning, and as we've woven through this recording is the art of listening, and we often want to fix. Not here. I want to solve your problem. I want to tell you what to do. Actually, sometimes what you just need is space to gather your thoughts.
Absolutely. I'll do exercises with managers around listening because we'll say to them, where's the last time you had a good listening to? Because we don't often we have conversations, but like you said, the other person is always waiting to jump in with their solutions and their ideas and they're trying to be helpful, they're not being difficult or anything, they want to help, but it's getting them. When we talk about coaching and getting managers to ask questions and listen and to not think about generating the next question until that person stopped talking and allowing pauses, because how often do we wait that somebody stops and we're straight in? And actually they're just coming to the really juicy bit because exactly I said that brain process is going blah, blah, blah. That's the first bit. Oh, actually this is the issue. Managers don't because they feel like their job is to go straight into problem solving, into fixing, but recognising that. Using coaching is actually giving people that opportunity to learn and develop and grow. And every time you give them a solution, you're actually preventing them from growing and developing.
But it's hard to just listen. I have to physically do that sometimes I'm sitting there like that because I'm like focus and I know it's not one of my strengths, so I have to work really hard at it.
Yeah, I run some training courses and one thing I have the right at the beginning is a listening exercise and each person's put into a breakout or goes off and finds a space, just two people, and they have to say, tell me how it feels to be, or tell me what it feels like to something like that. And then they have to talk for 5 minutes and the other person, all they're allowed to do is, and if they freeze, you say thank you, please tell me what it's like. And all they have to do is restart the conversation. And I found when I've done that exercise is that you start very superficial, that veneer of feeling, and then every time you go round the cycle, you go deeper and deeper and deeper and deeper and deeper and then you uncover things that you never even thought of. And that's the power of the rubber ducking, if you like, or having no one trying to fix you or solve your problem, allowing you to really get down to what it really means. And I guess in the coaching model that's what you're trying to do as well. You're trying to take people from a five to an eight, from an eight to a ten, and what do they need to do to get there?
Yeah, and managers really struggle with that. They really struggle to let people come up with their own solutions because it's not their solution and it will probably never be their solution because that person's got a different way of doing things and having to let go because they feel that accountability of that it needs to look exactly like that. So they try and steer conversations, whereas actually listening properly and asking the right question. And like you say, going deeper and deeper. And it can take time to build the relationships so people feel confident to let you go deeper. But that's the beauty of having a coaching approach within your team anyway, is that the more they get used to you asking questions, the more they get used to thinking for themselves and the more open, the more honest that they actually become.
It's the old school management style of walking to a meeting saying, this is the problem and this is how I think we should solve it. What do you think? Everyone goes, okay, that's what you want to do. Whereas the enlightened manager will say, we've got this big issue, I'm looking for ideas. Anyone got any thoughts? And then working the room to get those thoughts out and then trying to summarise them at the end going, does that make sense for everybody? They go, yeah, that's what we said.
Because they're all excited, because they're all participated. And we go straight to solutions as well. We don't spend anywhere near enough time actually talking about the problem and finding out the absolute solution to the problem. So quite often we're problem solving something that's just a symptom of the problem rather than the problem itself as well.
Yeah, rather than fix the root cause, we're trying to fix the problem, if you like. And we do that a lot in health care and other things. The government's now realising if they can stop people getting to this point, then they'll never have to spend more money later to resolve that. So if we can stop people smoking, stop people getting heart disease, stop people being unhealthy, if people are starting to get. They lose their eyesight, it's better to give them an eye operation immediately, find it, rather than put them on a waiting list for six months. And then they get. Then you end disability benefits that people can't see, they can't work. So, yeah, it's the preemptive strike.
And looking at root cause, I think, is the be there. And it's getting people around the table to start looking at those root causes rather than just the solution, the preventative element.
Yeah, but again, that takes time and that's something that certainly in a lot of organisations at the moment, where there's a lot of pressure to get results immediately, then people aren't given the time to do that, unfortunately, which can, but causes exactly those same problems further down the line.
So I think, just to summarise what we've talked about, being a mid manager is a really tough job, isn't it? You're under supported, undertrained, you're the conduit of the brown stuff that flows from the top and you're expected to hand it out to everybody beneath you. And then you are in equipped when people react in a way that you weren't expecting as well. So, yeah, middle managers, I think we need to give them a gold star for being there, hanging in there.
Absolutely.
Helen, it's been fantastic. I've really enjoyed this conversation, and I know I said this right at the belonging in the green room, that I would tell you that I'd enjoy the conversation and I could talk to you all day and I could. And I look forward to meeting up with you again at another professional speaking association event somewhere around the country, somewhere in the near future, because it's been absolutely inspiring and thank you for your time. So, how can people get hold of you if they'd like to chat more?
Oh, lovely. Well, yes. So, thank you, Joe. It's been absolutely fantastic. Again. Yes. We could go on for hours, really could. I could talk about this for bites.
So, best places to find me. So, website is www. Dot. Do you even say that these days, people, LinkedIn is where I can be found most days. Those are the two places that I'm around. I'm not great on other social media, but, yeah, LinkedIn is always a great place.
Fantastic. And I'll make sure we put all of those details in the show notes for people to connect with you. So, Helen, thank you very much.
Thank you.
As we bring this conversation to a close, I want to express my deepest gratitude to you, our listener, for lending your ear and heart to the cause of inclusion. If today's discussion struck a chord, consider subscribing to inclusion bites and become part of our ever growing community, driving real change. Share this journey with friends, family and colleagues. Let's amplify the voices that matter. Got thoughts, stories or a vision to share? I'm all ears. Reach out to jo.Lockwood@seechangehappen.co.uk
And let's make your voice heard. Until next time, this is Joanne Lockwood signing off with a promise to return with more enriching narratives that challenge, inspire and unite us all. Here's to fostering a more inclusive world, one episode at a time. Catch you on the next bite.
Also generated
More from this recording
🔖 Titles
Unleashing Unique Talents: Challenges and Rewards in Management with Helen Joy
Helen Joy on Fostering Psychological Safety and Respect in the Workplace
The Art of True Listening: Insights from Helen Joy on Managerial Excellence
Depth Over Division: Helen Joy's Take on Egalitarian Management
Energizing Leadership: Managing with Enthusiasm and Restraint Featuring Helen Joy
Constructive Feedback and Trust: The Path to Inclusivity with Helen Joy
The Human Touch in Leadership: A Conversation with Helen Joy
Shifting Perspectives: Challenging Corporate Norms with Helen Joy
Cultivating Emotional Intelligence in High-Pressure Roles with Helen Joy
Bridging the Managerial Gap: Empathy, Support, and Development Insights with Helen Joy
ℹ️ Introduction
Hello and welcome to The Inclusion Bites Podcast where we explore the various facets of inclusion, belonging, and the transformative power of embracing both in our societies and workplaces. I'm your host Joanne Lockwood, and today our episode, titled "Voices Unleashed," features an insightful conversation with Helen Joy, a management development expert.
Today, we're unraveling the complexities of workplace dynamics, particularly the challenges that arise when treating everyone the same by middle management can lead to unintended disparities. Helen shares her valuable perspective on acknowledging and nurturing individual strengths and the vital role psychological safety plays in cultivating a truly equitable work environment.
We'll delve into the nuances of corporate decision-making and how it can, at times, depersonalize our workplace, creating an atmosphere at odds with our day-to-day positive interactions. Furthermore, we'll discuss the imperative of managing conflict through genuine curiosity and empathy, especially for managers in technically driven organisations.
Both Helen and I also open up about the personal impact of stress on our communication styles, reflecting on the need for heightened emotional intelligence. Embracing vulnerability, we examine the significance of engaging with constructive feedback and the art of listening without rushing into fix-it mode.
As middle managers ourselves, we highlight the common oversight within organizations to uplift managers properly, sharing our own lessons and the statistics around the high number of 'accidental managers' that find themselves leading teams without adequate support or development.
Today's episode is a deep dive into management practices that resonate with inclusion and empathy, and we believe it will resonate with many of you out there navigating leadership and team dynamics.
So, get ready to have your thinking provoked and your beliefs on human kindness validated. Don't forget to engage with us, subscribe to our podcast, and help us keep the conversation about inclusion going. Now, let's unleash those voices with Helen Joy.
📚 Timestamped overview
00:00 Middle managers face challenges in conveying decisions from upper management to frontline staff while dealing with issues and lacking opportunities to share their expertise for the benefit of the business.
06:33 Investing in leadership crucial for business growth and employee happiness.
07:53 Struggling to switch from technical to leadership role, difficulty letting go of old job, promoting without proper transition.
12:49 In the past, it was easier to notice if someone wasn't doing well in the office. Now with hybrid working, it's harder for managers to spot issues. Managers need support to manage remotely.
16:34 The text discusses autonomy, mastery, purpose, technology's impact on work, and the need for effective communication in the workplace.
17:53 Communication challenges in business: finding the balance between accessibility and avoidance, and building trust.
23:44 Invest time in getting to know and understand your team without an agenda. Recognise their needs and have genuine conversations.
25:08 Treating everyone equally led to issues, recognition of uniqueness needed.
28:58 Mid-level managers focus on team, higher ups less tolerant of failure, lower level influenced by higher ups. Leaders need to support team despite pressures from above.
33:47 Book discusses misguided warfare psychology, citing examples like Ukraine and WW2 bombings, highlighting resilience over demoralisation. Calls for reconsidering old war strategies.
35:37 Managers must deescalate and understand employee behaviour. Miscommunications and fear cause problems. Managers lack confidence in handling these situations.
38:21 Annual career development programme finding suitable paths for individuals; acknowledging and adapting to strengths and weaknesses.
44:48 Feedback based on self-evaluation, use of 'rubber ducking' for analysis.
48:06 Using listening exercise to delve deeper into feelings, uncover insights, and facilitate personal growth.
49:04 Managers struggle to let go, need coaching approach.
52:07 Enjoyed conversation, inspiring, future meet-up, contact details?
📚 Timestamped overview
00:00 Mid-level managers face challenges cascading decisions.
06:33 Investment in people crucial for business success.
07:53 Struggle to shift focus from technical role.
12:49 Managers struggle to spot issues in hybrid working.
16:34 Autonomy, purpose, trust, communication - vital at work.
17:53 Balance accessibility with the need for focus.
23:44 Invest time understanding your team for success.
25:08 Treating everyone the same can be unfair.
28:58 Middle managers face pressure and less support.
33:47 Book discusses psychology of warfare, effects on civilization.
35:37 Recognising how to de-escalate conflicts is crucial.
38:21 Identifying career paths through trial and error.
44:48 Feedback begins with self-evaluation, not others.
48:06 Training courses involve deep reflective listening exercise.
49:04 Managers struggle to let go and listen.
52:07 Helen, great conversation, look forward to reconnecting.
Episode Tags
Management Challenges, Psychological Safety, Conflict Management, Inclusive Leadership, Effective Communication, Middle Manager Support, Empathy in Workplace, Active Listening Skills, Emotional Intelligence, Team Motivation Techniques
A Subtitle - A Single Sentence describing this episode
"Voices Unleashed" delves into the delicate art of management and the transformative power of understanding and fostering individual strengths, psychological safety, and the essence of human kindness within the workplace, featuring insights from the experienced management development specialist, Helen Joy.
About this Episode
About The Episode:
In this enlightening conversation with management development specialist Helen Joy, we delve into the nuances of leadership and the power of understanding individual team members to foster an inclusive and empowering workplace environment. Helen brings her extensive experience to the table, discussing the role of empathy, the importance of psychological safety, and the impact of listening skills on effective management. Her insights are a must-hear for anyone looking to create a thriving, inclusive work culture.
Today, we'll cover:
The misconception of treating all team members the same and the outcomes it yields.
Cultivating a workplace culture of psychological safety, respect, and value for all.
The dehumanizing effects of corporate decision-making and media polarization.
The significance of self-awareness and reflection in receiving and giving feedback.
Strategies for managers to enhance their listening abilities and the challenges presented by a rush to problem-solving.
Reflection on the inherently good nature of humankind and the learning required to manage conflict.
The challenges middle managers face, including lack of voice and support, and the consequential impact on their teams.
Episode Summary with Intro, Key Points and a Takeaway
In the fascinating Voices Unleashed episode of The Inclusion Bites Podcast, Joanne Lockwood welcomes Helen Joy to discuss the unique challenges surrounding management and the importance of fostering psychological safety within teams. Helen articulates the need for managers to tailor their approaches to bring out the best in individuals rather than treating everyone identically. They dive into the impact that corporate decisions and media portrayals have on the workforce and explore how these often stand in stark contrast to the positive interactions that occur on a day-to-day basis. Helen shares her journey towards finding balance in her enthusiastic approach, especially under pressure, while Joanne reflects on the power of self-awareness and the enlightening nature of constructive feedback.
Helen is a management development specialist recognised for her ability to connect and inspire transformative change in people. She has a proven track record in helping managers at all levels improve their listening skills and adapt their leadership styles to better manage teams, particularly in technical environments. Helen and Joanne discuss the often-overlooked role of middle managers, stressing the importance of providing them with the support and resources they need to create thriving teams, and they share insights on Daniel Pink's motivation model which involves autonomy, mastery, and purpose. With a wealth of experience in nurturing positive work cultures, Helen is well-versed in the art of leadership and the nuances of human behaviour in the workplace.
Throughout their conversation, Joanne and Helen examine how empathetic leadership, open communication, and a deep understanding of team dynamics can lead to more effective and humane management. They shed light on the pressures facing managers and the transformative power of listening without the urge to immediately offer solutions. The episode uncovers the surprising benefits of asynchronous communication and the potential pitfalls of technology-enabled micromanagement.
By the end of the discussion, listeners are left with a renewed perspective on leadership and an appreciation for the delicate balance between being a strategic visionary and an approachable, empathetic conduit for team development. Joanne reminds listeners to subscribe, share, and provide feedback to support the podcast's mission for a more inclusive society.
The key takeaway is the critical need for leaders to cultivate environments where psychological safety is paramount, in which employees are seen as unique individuals rather than just cogs in a machine. This episode will resonate with anyone interested in enhancing their leadership skills, understanding the complexities of human behaviour in the workplace, and striving towards creating a culture where every voice is heard and valued.
💬 Keywords
management challenges, psychological safety, corporate decision-making, media portrayal, communication styles, self-awareness, constructive feedback, trust in feedback, listening skills, human behaviour, conflict management, leadership development, empathy in workplace, emotional intelligence, inclusion and belonging, societal transformation, accidental managers, middle management support, motivation and productivity, technical vs people management, hybrid working, remote management, problem-solving approaches, root cause analysis, Daniel Pink motivation model, change management, effective communication, team member personalisation, management styles, leadership skills.
💡 Speaker bios
Helen Joy is a dedicated advocate for the often-overlooked cohort of mid-level managers within the corporate hierarchy. She has been instrumental in highlighting the pivotal role these managers play, acting as the conduits for decisions made in the lofty realms of executive suites, down to the dynamic frontlines of business operations. Helen recognises the challenges faced by those sandwiched in this middle tier – tasked with broadcasting upper management directives, yet seldom empowered to influence them.
Despite the flow of strategic decisions descending from above, Helen is acutely aware that mid-level managers are the ones who encounter the ground realities of these policies, digest the immediate feedback, and grapple with any ensuing issues. Her mission is to empower these individuals with the requisite skills, knowledge, and most notably, the confidence to use their voice effectively.
By advocating for a communication channel that travels in both directions, Helen champions the idea that businesses flourish when every tier is heard and can contribute meaningfully. As an architect of change, she tirelessly works towards nurturing an environment where businesses embrace the insights and experiences of middle managers, ensuring that corporate decisions are not only top-down mandates but collaborative, informed strategies that serve the collective advancement of the entire organisation.
❇️ Key topics and bullets
Introduction to the Episode
Joanne Lockwood introduces the podcast "The Inclusion Bites Podcast"
Introduction of guest Helen Joy, a management development specialist
Discussion on the episode's theme: "Voices Unleashed"
Management Challenges
Treating people the same versus recognizing individual strengths
The importance of role clarity and motivation in managing diverse teams
Psychological Safety
Creating a respectful and judgement-free workplace
Helen Joy's perspective on ensuring everyone feels valued and equal
Challenges in maintaining psychological safety in senior roles
Corporate Decision-Making and Media Influence
Impact of dehumanized corporate decisions
The contrast between day-to-day positive interactions and media's polarized portrayal
Communication and Self-awareness
Joanne Lockwood shares a personal anecdote on receiving feedback
Emphasizing the value of listening and trust in feedback processes
The importance of self-awareness in leadership
Improving Listening Skills
Techniques for managers to enhance their listening abilities
The tendency to solve problems without fully understanding the issues
The Nature of Conflict
Discussing Ruka Bregman's view on innately good human nature
Approaching team conflicts with curiosity and emotion management
Empathy and Professionalism
Role of empathy in conflict resolution, using medical professionals as an example
Balancing professional and personal touchpoints in leadership
Stress and Emotional Intelligence
Recognising and managing personal communication styles under stress
Importance of emotional intelligence in professional settings
Middle Managers' Struggles
Lack of support for middle managers to foster thriving teams
The prevalence of accidental managers and the need for skill development
Managerial Preferences and Challenges
A preference for strategic roles over day-to-day management
The exhaustion of managing people and the shift in communication styles with remote work arrangements
Enlightened Management and Problem-Solving
Encouraging open discussion and participation in decision-making
The necessity to focus on root causes rather than short-term fixes
Support for Managers
Need for more significant support and training for middle managers
Avoiding short-term solutions and investing in preemptive measures
Effective Leadership Communication
Introducing a communication charter to streamline interactions
The significance of understanding individual team members for leadership success
Closing Remarks
Helen Joy’s contact information and professional background
Call to action for listeners to engage with the podcast and support inclusion
Mention of Daniel Pink's model and the importance of open communication in change management
The Hook
Ever wondered why treating your team 'equally' could be holding you back? Unlock a goldmine of productivity with a SIMPLE shift in perspective...
"I treat everyone the same," you say? Time to THINK AGAIN! Discover the counterintuitive secret to an energised, effective team by embracing their uniqueness...
At a loss with never-ending team dramas? Dive into the art of creating a ZERO JUDGEMENT zone – where respect thrives and results follow!
Fed up with firefighting at work? Turn the tables with this game-changing approach to management that PAYS attention to the human behind the job title...
Management mayhem got you down? Learn how to TRANSFORM pressure into progress with the ultimate guide to psychological safety in the workplace... 🛡️💼
🎬 Reel script
Welcome to The Inclusion Bites Podcast, I'm your host Joanne Lockwood, and in our latest episode, "Voices Unleashed", we were joined by the remarkable Helen Joy. Together, we delved into the nuanced world of management, discussing the importance of celebrating individual strengths and ensuring psychological safety in the workplace. We explored the stark contrast between real-life interactions and the polarized views often depicted in the media, and reflected on the power of empathy and active listening in leadership roles. If you're looking to deepen your understanding of inclusive management and inspire positive change in your organization, this episode is a must-listen. Join us as we dissect the challenges middle managers face and share insights on transforming workplace dynamics. Don't forget to subscribe and add your voice to the conversation for an inclusive society!
🗞️ Newsletter
Subject: New Episode Alert - Voices Unleashed: Navigating the Human Element of Leadership
Dear Inclusion Advocates,
I hope this message finds you well and ready to dive into another fascinating conversation on The Inclusion Bites Podcast. Our latest episode, titled “Voices Unleashed”, is now live, and believe me, it's an absolute must-listen!
🎙️ Episode Insights: In Episode #XX, we are joined by the remarkable Helen Joy, a management development specialist known for her ability to connect and inspire transformative change. Together, we unpack the oft-overlooked nuances of leadership and the challenges of treating everyone the same in a managerial role. Helen brings to light the importance of recognizing the unique strengths of individuals and the concept of psychological safety in the workplace – a state where employees feel valued, respected, and free from fear of judgement or failure.
🌐 Role of Empathy and Compassion: We reflect on the influencing factors of human behaviour, the portrayal of conflict in the media compared to real-life interactions, and the critical role of empathy in professional settings. This stems into a broader discussion about the importance of compassion in leadership, using thought-provoking examples from the medical field.
⚙️ The Middle Management Dilemma: Helen vividly illustrates the challenges faced by middle managers who often lack the voice and support necessary to foster thriving team environments. We delve into why investing in the development of management skills is crucial for both a positive workplace culture and heightened productivity.
🎧 A Fresh Perspective on Communication: We share experiences and exercises designed to improve leadership communication skills, emphasizing the necessity of deep listening and resisting the urge to rush into problem-solving mode.
🚀 Building on Daniel Pink's Motivational Model: Helen discusses the integration of autonomy, mastery, and purpose within the business environment, critiquing the detrimental effects of technology on manager-employee relations and championing the adoption of communication charters to address this.
This episode is a treasure trove for anyone interested in the human dynamics of management, the power of empathy, and the urgent need for inclusive leadership practices. Here’s how you can join us on this enlightening journey:
Listen to the episode [hyperlink ‘here’ to the episode] to get the full depth of the conversation between Helen and myself.
Join our ongoing dialogue by sharing this episode on your favourite social media platforms.
Reach out to Helen Joy through her contact details listed on our website [hyperlink to guest details section on the website] and LinkedIn [hyperlink to Helen’s LinkedIn profile].
Remember, we all play a part in creating inclusive and supportive professional environments. So, let’s keep the conversation going. Please subscribe, share this newsletter, and contribute to the cause of inclusion wherever you can.
Every voice counts, and every voice deserves to be unleashed.
Warmest regards,
Joanne Lockwood
Host - The Inclusion Bites Podcast
jo.Lockwood@seechangehappen.co.uk
P.S. Your feedback is invaluable. If you have a moment to spare, we would love to hear your thoughts on the topics discussed in this episode.
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🧵 Tweet thread
🎙️ Thread: Mastering Management - The Art of Embracing Uniqueness w/ Helen Joy #InclusionBites
1/ Management isn't a one-size-fits-all game, and Helen Joy is here to testify! On Inclusion Bites, we dive into why treating everyone the same can yield vastly different results. #Leadership
2/ True leaders see the individuality within their teams. Helen Joy shares insights on coaxing out the unique strengths of each member. It's about tuning in, not tuning out. #ManagementMagic
3/ Joanne Lockwood echoes Helen's sentiments relating them to customer service. How do we truly value our customers? By understanding and appreciating their uniqueness! #CustomerServiceExcellence
4/ Psychological safety is the bedrock of a thriving workplace. Helen Joy explains creating an environment where everyone feels respected and valued. No judgement, no fear of failure. #SafeWorkplace
5/ Ascending the ladder, how does one maintain psychological safety in higher roles? Jo recalls the complexity of instilling this vital sense across the org spectrum. #LeadershipChallenges
6/ The dehumanizing effect of corporate decisions and media polarization can't be ignored. Helen and Jo dissect the discrepancy between warm daily interactions and the cold media portrayal. #CorporateResponsibility
7/ Joy by name, joy by nature! Helen talks about her natural enthusiasm and energising spirit needing a notch-down sometimes, especially under pressure. #SelfAwareness
8/ Jo stunned by feedback? Absolutely! An exercise in self-perception opened her eyes, underscoring the value of listening to how others view us. #FeedbackIsAGift
9/ Ever been cut off with a solution when you just needed an ear? Helen Joy's manager exercises aim to improve this very listening skill - the foundation of effective leadership. #ListenToLead
10/ "Humans are inherently good," says Jo, referencing Ruka Bregman's "Humankind." Helen Joy then relates this to the struggles managers face with conflict and the power of genuine curiosity. #HumanKindness
11/ Technical orgs often stumble over emotions. Helen shares that it's not just about skillset but also about emotional pre-skilling for apt leadership appointments. #EmotionalIntelligence
12/ Empathy and compassion in the workplace? Yes, please! Imagine if doctors lacked it. Jo and Helen highlight how professional settings are enriched through these traits. #EmpathyInAction
13/ Under stress? Communication styles can spiral. Jo & Helen confess to their own challenges, highlighting that knowing how to manage reactions is a key leadership quality. #StressManagement
14/ Middle managers, the unsung heroes. Helen empathises with their need for a voice and support, while Jo reflects on the accidental manager epidemic - 82% is no small number! #SupportTheMiddle
15/ Day-to-day people management isn't for everyone. Helen stresses role clarity, while Jo discusses the liberation found in senior managerial roles. #ManagementStyles
16/ Leading remotely? Jo shines light on empowerment, trust, and going asynchronous. There's an art to remote management, and it's painted with broad strokes of trust. #RemoteLeadership
17/ Want to go deep in conversation? Helen's training involves exercises that progressively deepen dialogues, challenging the fix-it-quick mindset. #DeepConversations
18/ The conversation wraps with Daniel Pink's motivation trifecta - autonomy, mastery, and purpose. Helen deplores the constant checking-in culture technology has bred. #MotivationFactors
19/ Ever heard of a communication charter? Helen offers an antidote to chaotic communication streams. And Jo? She injects a dose of leadership wisdom with effective communication tales. #CommunicationCharter
20/ Whether it's through change models or understanding unique team dynamics, our fascinating duo, Helen and Jo, stress the importance of personal connection in leadership. #EffectiveLeadership
🎧 Listen and transform with us! To connect with Helen Joy, check LinkedIn or our website. And remember, subscribe, share, and help us pioneer in the cause of inclusion!
#InclusionBites #SEEChangeHappen
[Contact details for Helen Joy & subscription links]
📩 jo.Lockwood@seechangehappen.co.uk
🌐 seechangehappen.co.uk/podcast
🔄 Sharing isn't just caring; it's advocating for a world where everyone has a seat at the table. Let's spread the wisdom from this episode far and wide! #ShareTheKnowledge
—End of Thread—
Guest's content for their marketing
Title: Amplifying the Voices of Inclusion: My Conversation with Joanne Lockwood on The Inclusion Bites Podcast
As a management development specialist, my mission has always been to nurture leadership and encourage effective communication in the workplace. I believe that fostering an environment where every individual feels valued and heard is crucial to the success and harmony of any team. My recent appearance as a guest on The Inclusion Bites Podcast, hosted by the incisive Joanne Lockwood, was a delightful opportunity to unpack these concepts and reach an audience committed to societal transformation and authentic inclusion.
During the episode titled "Voices Unleashed," Joanne and I dived deep into the intricacies of human behaviour, the essence of constructive feedback and the subtle art of active listening. It was invigorating to discuss such topics with a host who not only shares a deep commitment to promoting workplace inclusivity but also brings her own rich experiences and insights into the conversation. Joanne’s nuanced understanding of management roles and her empathy toward the challenges faced by leaders are both profound and enlightening.
In our talk, we touched on how treating everyone exactly the same might sound idealistic but can lead to varied outcomes due to the unique nature of each team member. I stressed the importance of recognizing these individual strengths and quirks and the role this plays in moulding a capable and cohesive team. Joanne adeptly connected these ideas to her own experiences in customer services, showcasing her natural flair for broadening perspectives.
We also ventured into the realm of psychological safety, a topic I am passionate about. Creating an environment where everyone is treated equally, respected, and can express themselves without fear is pivotal to fostering innovation and a sense of belonging. It was incredibly gratifying to hear Joanne share similar sentiments, especially relating to the challenges of maintaining such an atmosphere at higher levels within an organization.
Reflecting further, we engaged in a candid discussion on the sometimes dehumanizing effect of corporate decision-making and its portrayal within mainstream media. These moments, contrasted starkly with the positive, daily interactions we experience, highlighted the power of nurturing one-on-one relationships and the immense value of personal understanding and connection in the workplace.
Both Joanne and I acknowledged the natural human tendency to rush to provide solutions rather than simply listening. It was refreshing to hear her speak on the significance of self-awareness and how seeking feedback from others is an influential tool for growth - a perspective I wholeheartedly support based on my own professional practice.
Our exchange on the podcast was not just a sharing of ideas but a potent reminder of the continuous journey of learning and adapting as leaders and communicators. To anyone seeking inspiration or guidance on managing with empathy and inclusivity, I recommend listening to this episode of The Inclusion Bites Podcast with Joanne Lockwood.
To follow more of my thoughts on leadership and to discover the pathways to more profound management development, connect with me on LinkedIn or visit my website. Together, let's continue the crucial dialogue on creating more inclusive and efficient workspaces for all.
Helen Joy
P.S. Subscribe to The Inclusion Bites Podcast for more valuable insights on inclusion and belonging. Joanne Lockwood is not only an exceptional host but also a pioneer leading the charge in societal transformation through conversation.
Questions Asked that were insightful
Absolutely, there were several key questions within the episode "Voices Unleashed" with Helen Joy that garnered thoughtful responses and could be presented as an FAQ series to benefit the audience. Here they are:
Q: How can managers recognise and nurture the uniqueness of their team members?
A: Helen Joy highlighted that treating everyone exactly the same doesn't yield equal results. Efficient managers should identify individual strengths and preferences to tailor their approach, thereby enhancing team performance and job satisfaction.Q: What is psychological safety, and why is it crucial in the workplace?
A: Helen described psychological safety as the creation of an environment where employees feel respected, valued, and have no fear of judgment or failure. It is the foundation for a collaborative and innovative team culture.Q: What are the challenges of maintaining psychological safety at higher organizational levels?
A: Joanne addressed this by noting the difficulty leaders face in sustaining an environment of openness and accountability, especially when the stakes are high.Q: How can we become better listeners, especially in management roles?
A: Helen Joy discussed exercises she conducts to enhance listening skills, stressing the importance for managers to resist the urge to immediately solve problems and instead fully understand the speaker's perspective.Q: What impact does media portrayal of conflict have on individual behaviour in the workplace?
A: Both Helen and Joanne lamented the dehumanizing nature of media narratives that often polarize issues, noting this portrayal is at odds with the more positive nature of daily interpersonal interactions.Q: How can managers effectively handle team conflict?
A: Helen talked about the importance of approaching such situations with genuine curiosity and a calm demeanor, aiming to de-escalate emotions and foster understanding.Q: What role does empathy play in professional settings?
A: Joanne and Helen agreed that empathy and compassion are pivotal in cultivating a productive work climate, even comparing them to the bedside manner of doctors and surgeons.Q: Why is emotional intelligence important for managers?
A: They identified the ability to recognize and manage one's emotions, particularly in stressful situations, as critical for clear communication and leadership.Q: What are some strategies for providing constructive feedback to team members?
A: Joanne suggested asking individuals how they think they did before offering feedback. She advocated for creating trust and encouraging an environment where listening is prioritised over immediate solutions.Q: What is Daniel Pink's model for motivation, and how does it relate to management?
A: Helen Joy discussed autonomy, mastery, and purpose as key components that managers should incorporate to motivate team members effectively.
Each of these questions and answers could be used as an educational tool for the audience, providing bite-sized takeaways on the complexities of inclusion and management within the workplace.
Pain Points and Challenges
Certainly, let's address the specific pain points and challenges discussed during the "Voices Unleashed" episode featuring Helen Joy, and create targeted podcast content.
Homogenization in Management:
Pain Point: Treating everyone exactly the same in a managerial role can lead to disparate outcomes.
Content focus: Explore techniques for tailoring management approaches to individual team members' strengths and needs, fostering a more inclusive and effective workplace.Psychological Safety:
Pain Point: Difficulty in creating an environment of psychological safety, especially at higher organizational levels.
Content focus: Discuss strategies for leaders to establish and maintain psychological safety, ensuring everyone feels respected and valued without fear of negative consequences for speaking up.Corporate Decision-making vs. Individual Relations:
Pain Point: Dehumanizing impact of corporate policies and the media's portrayal of polarized perspectives.
Content focus: Outline the importance of personal interactions and the cultivation of human-centric decision-making processes within organizations, countering polarized narratives.Emotional Regulation in Leadership:
Pain Point: Leadership challenges under pressure, including the tendency for managers to default to problem-solving mode.
Content focus: Provide insights on emotional intelligence training for leaders, enhancing their ability to listen effectively, and resist the urge to immediately 'fix' issues.Feedback Reception and Trust:
Pain Point: The complexity of receiving and providing constructive feedback with an emphasis on mutual trust.
Content focus: Offer guidance on building trust for open communication and creating feedback mechanisms that encourage self-assessment before external review.Conflict Management:
Pain Point: Managers' struggles with handling conflict and developing the skills to manage teams with emotional intelligence.
Content focus: Share methods for approaching conflicts with curiosity and techniques for de-escalating emotional situations to facilitate better team dynamics.Empathy in Professional Settings:
Pain Point: The often-overlooked role of empathy and compassion, particularly in high-stress roles.
Content focus: Highlight the significance of empathetic leadership, sharing stories and examples from various industries, such as healthcare, that illustrate its impact.Challenges for Middle Managers:
Pain Point: The 'Accidental Manager' phenomenon and the lack of support for these pivotal roles.
Content focus: Dive into the need for dedicated training and development for middle managers, addressing their unique position and influence within organisations.The Art of Letting Go:
Pain Point: Managers' difficulty in stepping back to allow employees to resolve issues independently.
Content focus: Examine the enlightened management style that emphasizes empowerment and how to encourage a culture of independent problem-solving.Communication Challenges in Remote Management:
Pain Point: The complexities of managing remote teams and fostering trust without micromanagement.
Content focus: Share best practices for remote leadership, focusing on empowerment and asynchronous communication, and the establishment of clear communication charters.Motivation and Employee Engagement:
Pain Point: Understanding what truly motivates individuals beyond the traditional carrot-and-stick approach.
Content focus: Discuss Daniel Pink's model of motivation—autonomy, mastery, and purpose—and how managers can use this framework to enhance employee engagement and productivity.
For each of these topics, the podcast can offer actionable advice, expert interviews, real-life case studies, and interactive Q&A sessions with listeners to provide them insights and tools to navigate the complex landscape of inclusive management and leverage diversity for organizational success.
Blog article based on the episode
In the bustling world of management and leadership, treating every team member identically might seem like the fair approach. However, the outcomes of such an approach can often fail to tap into the unique capabilities of individuals, lead to diminished company morale and, ultimately, hinder organisational success. This pivotal challenge set the tone for an enlightening conversation between Joanne Lockwood and management development specialist Helen Joy in the recent episode of The Inclusion Bites Podcast, titled "Voices Unleashed".
Often in management, there's a misconception that equality means uniformity. But as the waves make their unique patterns on the shore, Helen Joy discusses in her talk with Joanne Lockwood the essential truth: no two people are the same, and therefore, the same management approach will yield differing results. They stress that recognizing, encouraging, and harnessing this diversity can be the key to empowering individual and team success.
One concept that Helen brings to the table, which is crucial in any workplace, is that of psychological safety. The idea is to cultivate an environment where individuals are treated with equity, respect, and understanding, without fear of negative consequences to self-image, status or career when one takes a risk or voices a unique idea. Achieving this in an organisational setting can be challenging, particularly within the upper echelons of a company's hierarchy, where the pressure pot of responsibility can sombre this essential safety net.
The conversation moves deeper into discussing the dehumanizing effect that certain corporate decision-making and the media can have on the workforce. It's noted that oftentimes, personal and warm day-to-day interactions between colleagues can starkly contrast the polarised and impersonal portrayal that is often depicted in the media.
As the dialogue unfolds, Helen Joy speaks candidly about her own experiences, admitting that while her default demeanour is fuelled by enthusiasm and energy, she has had to learn the tough lesson of reigning in her energies when under pressure. This openness is mirrored by Joanne Lockwood, who highlights the importance of self-awareness, especially regarding how others perceive us. Joanne recalls an exercise where she discovered new facets about herself through feedback—an exercise that not only broadened her self-understanding but also reinforced the importance of trust in the feedback process, and the critical skill of listening before jumping in with solutions.
Listening, Helen expounds, is an art in itself, one that she actively incorporates in her training sessions with managers. The goal is to divert the typical rush for actionable answers and rather, let people fully express themselves. This leads to a discussion about the skill of active listening and underscores how crucial it is in managing teams effectively and empathetically.
Furthermore, the podcast episode dives into the challenges of dealing with workplace conflicts, with both Joy and Lockwood advocating for a more empathic leadership style, one that proactively approaches potential issues with curiosity and compassion. This is juxtaposed with the reminder of the innate goodness in people, as proposed in Ruka Bregman’s book "Humankind", and the role of emotional intelligence in conflict resolution and managing stress.
An inspiring statistic emerges from the conversation, pointing out that a staggering 82% of managers tend to be "accidental managers"; those thrust into the role without necessarily being trained or fully prepared for the nuances of managing people. It punctuates the necessity of investing time and resources into the development of managerial skills to foster a positive work environment and drive productivity.
To support middle managers who often find themselves voiceless and lacking necessary backing to create thriving environments for their teams, Helen Joy discusses the challenges they face and the importance of clarity in role expectation. Joanne supplements this by sharing her preference for more strategic leadership roles, further highlighting the need for an enlightened managerial approach that values open forum discussions, active participation, and long-term, root cause problem-solving.
The episode doesn't shy away from emphasising the importance of understanding and connecting with team members beyond a superficial level. Helen Joy illustrates this point exceptionally well by discussing Daniel Pink's model for motivation, emphasizing autonomy, mastery, and purpose.
As listeners are informed and inspired by Helen Joy’s insightful perspectives and Joanne Lockwood’s experience-fuelled anecdotes, they're encouraged to translate this understanding into action. Whether by embracing a communication charter, as highlighted by Helen, or adopting a leadership style that is congruent with the individuality of team members, the lesson is clear—management is an evolving practice that demands empathy, patience, and a genuine willingness to grow alongside one’s team.
The Inclusion Bites Podcast doesn’t just leave you with food for thought; it guides its listeners towards action. Download the episode with Helen Joy, and take the first steps in transforming your management style to one that sees, hears, and values the voice of every employee. Subscribe, share, and help to build a future where every workplace is inclusive, and every manager is empowered to unlock the potential of their teams. Together, let's unleash the voices that can change the world for the better.
The standout line from this episode
In this thought-provoking episode of The Inclusion Bites Podcast titled "Voices Unleashed," a standout line comes from our guest Helen Joy:
"When we look at the people we manage, we need to realise that treating them all the same is far from treating them equally. It's about recognising their uniqueness and coaxing out their strengths to foster an environment of psychological safety and respect."
This poignant statement encapsulates the episode's theme of individualised management and the importance of psychological safety in the workplace.
❓ Questions
Certainly! Here are 10 discussion questions based on the "Voices Unleashed" episode with Helen Joy:
How can managers effectively recognize and foster the unique strengths of individual team members without falling into the trap of treating everyone the same?
Can you share strategies for creating psychological safety within teams, particularly in high-pressure environments?
In what ways can organizations mitigate the dehumanizing effects of corporate decision-making and encourage a more inclusive culture?
How can leaders develop self-awareness and constructively use feedback to improve their management style?
Why is it important for managers to ask team members for their self-assessment before providing their own feedback during reviews?
What exercises can help managers improve their listening skills and resist the urge to immediately jump to problem-solving?
Based on Rutger Bregman's "Humankind" perspective, how might assuming the inherent goodness of people change the approach to conflict management in the workplace?
How can technical organizations better equip managers who are experts in their field to handle the emotional aspects of leadership?
Discuss the impact that stress and high-pressure situations have on communication styles and decision-making abilities for managers.
In light of the statistic that 82% of managers are "accidental managers," how can organizations more effectively prepare and support individuals transitioning into management roles?
As for listeners, I would like to remind them to engage with these questions and share their thoughts on the matters discussed. If they have found the episode insightful or if it resonated with their own experiences in management, they're encouraged to reach out via email at jo.Lockwood@seechangehappen.co.uk and join the conversation on inclusion.
FAQs from the Episode
FAQ Title: Navigating Management and Inclusion: Insights from "Voices Unleashed"
Q1: How can managers recognize and develop the unique strengths of their team members?
A1: Helen Joy suggests that treating everyone the same can yield varied results, and it's crucial to identify and nurture individual strengths. This involves observing team members, giving personalized feedback, and encouraging them to leverage their unique abilities.
Q2: What is psychological safety, and why is it important in the workplace?
A2: Psychological safety is an environment where employees feel valued, respected, and confident to express their opinions without fear of judgement or failure. Joanne and Helen discuss its importance as it enables open communication and fosters an atmosphere of mutual trust, which is vital for a collaborative and inclusive work environment.
Q3: What challenges do higher roles face in maintaining psychological safety?
A3: Joanne Lockwood notes that people in higher positions might struggle with maintaining psychological safety due to the pressures of leadership. Balancing authority with empathy is key to creating a safe and productive workplace.
Q4: What impact does corporate decision-making and media portrayal have on workplace inclusion?
A4: Both guests note the dehumanizing effect of corporate decision-making and mainstream media. They advocate for focusing on nuanced, individual interactions over generalized, polarized views often portrayed in the media.
Q5: How can feedback help with self-awareness and development?
A5: Joanne highlights the role of feedback in self-awareness. By inviting others to describe you, one can gain insight into how they are perceived. Trust and openness in receiving feedback are crucial, as it allows one to listen and reflect without immediate defensiveness.
Q6: How can managers improve their listening skills?
A6: Helen Joy recommends exercises that focus on improving active listening. This means resisting the urge to solve a problem right away and allowing the team member to fully articulate their thoughts and feelings.
Q7: What is the main message of Rutger Bregman's book "Humankind" as discussed in the podcast?
A7: Rutger Bregman's book, as discussed by Joanne, proposes that humans are innately kind and good-hearted. However, learned behaviours or misconceptions may give rise to conflict, suggesting that understanding and compassion can often resolve disagreements.
Q8: Can you provide tips for managers to handle conflict within their teams?
A8: Helen Joy advises managers to approach conflict with curiosity and a goal to deescalate emotions. Training in emotional intelligence and developing a genuine interest in team members' perspectives can help in resolving conflicts effectively.
Q9: Why is it challenging for technical managers to address emotions?
A9: Technical managers may find it challenging to engage with emotions due to a focus on skills and logic. Pre-skilling in emotional intelligence and carefully choosing individuals for leadership roles are ways to address this.
Q10: How can we support middle managers in organizations?
A10: Helen and Joanne discuss the need for more voice and support for middle managers. Investing in their development and providing clear expectations can help create environments where teams can thrive.
Q11: What is the impact of remote management on team dynamics?
A11: Joanne points out that remote management requires a shift towards empowerment, trust, and personal responsibility. Adapting communication to be more asynchronous and trusting in the team's ability to self-manage is key to success in a remote setting.
Q12: How can listeners get in touch with Helen Joy or learn more about her work?
A12: Listeners can find Helen Joy on LinkedIn or visit the website provided for contact information. Her insightful approach to management and inclusion can offer invaluable guidance to those looking to improve their leadership styles.
For deeper insights into these questions and more, listeners are encouraged to subscribe to The Inclusion Bites Podcast and dive into the full "Voices Unleashed" episode with Joanne Lockwood and Helen Joy.
Tell me more about the guest and their views
Our guest, Helen Joy, is a management development specialist renowned for her capability to forge strong connections and inspire individuals to embrace transformative changes. Her expertise is particularly focused on addressing the nuanced challenges middle managers encounter within organisations, such as the absence of a robust support system and the difficulties inherent in crafting an environment conducive to team flourishing.
Helen keenly emphasises the distinct needs of each team member, advocating for a tailored approach to management rather than a one-size-fits-all methodology. She argues that proper recognition and nurturing of individual strengths can significantly leverage team performance.
During our discussion, Helen raised significant points about psychological safety in the workplace, noting the imperative to establish a culture where all individuals feel equally respected and valued, free from the fear of judgement or repercussions when making mistakes. This, she suggests, is the bedrock for fostering a genuinely inclusive and high-performing team.
Helen also touched upon the often dehumanizing effects of corporate decision-making and media portrayal of societal issues, contrasting them with the typically positive and empathetic day-to-day human interactions that are less sensationalized but more reflective of reality.
She shared her approach to leadership and conflict management, stressing the importance of engaging in conversations with authentic curiosity, prioritising listening over immediate problem-solving, and the value of understanding the root causes of issues to effect sustainable solutions.
Helen's views reflect an enlightened management style that encourages open discourse, active participation and addresses both the visible symptoms and underlying causes of workplace challenges. Her approach resonates with the philosophy of seeking preemptive solutions—in healthcare, organisational dynamics, and management—to stave off larger problems down the line.
For listeners who wish to connect with Helen Joy, she can be contacted via the information provided on her LinkedIn profile or through our website, where further details about her work and contributions to management development will be available.
Ideas for Future Training and Workshops based on this Episode
Based on the content of the episode "Voices Unleashed" with guest Helen Joy, the following ideas for future training and workshops could be developed to enhance the understanding and practices of inclusion, management, and effective communication within organisations:
Inclusive Leadership Masterclass:
Focus on how to create psychological safety and an environment where all employees feel valued.
Discuss strategies for inclusive decision-making and reducing bias.
Unleashing Individual Potential:
Explore methods for identifying and nurturing the unique strengths of each team member.
Workshop to teach managers how to personalise motivation strategies based on Daniel Pink's model: autonomy, mastery, and purpose.
Managing for Well-being:
Train managers on how to recognise and address changes in employee well-being, with a particular focus on hybrid working scenarios.
Role-plays and scenarios to practice difficult conversations, including delivering bad news empathetically.
Effective Communication for Remote Teams:
Develop guidelines for productive asynchronous communication.
Create a "Communication Charter" tailored to each organisation's needs.
Developing Emotional Intelligence:
Enhance awareness of one's own emotional responses under stress and pressure.
Strategies for managing reactions and maintaining effective leadership.
Conflict Resolution with Curiosity:
Improving managerial responses to team conflicts by cultivating genuine curiosity and deescalation techniques.
Listening Skills and Employee Empowerment:
Exercises and role-plays to practice deep listening and encourage managers to let employees find their own solutions.
Root Cause Analysis for Problem Solving:
Train staff on focusing beyond short-term fixes to address the underlying issues causing repeated problems.
Supporting Middle Management:
Development programs tailored to address the unique challenges faced by middle managers.
Discuss the transition from individual contributor to manager and building leadership skills.
Building Compassionate Professional Settings:
Using empathy and compassion in managerial roles, drawing parallels with professions such as healthcare.
Change Management with ADKAR Model:
Using the ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) model to guide organisational change effectively.
Creating Environments for Thriving Teams:
Exploring strategies to give middle managers a voice and the tools necessary to foster a productive team environment.
Such training and workshops could be incorporated into leadership development programs or offered as stand-alone sessions to enhance management competencies and drive inclusive practices within organisations.
🪡 Threads by Instagram
Diving into the complexities of equality in management with Helen Joy on Inclusion Bites. Management isn't a one-size-fits-all. Tune in for insights on tailored leadership.
Psychological safety at work is more than just buzzwords. Join us as Helen Joy shares how to create a workplace where everyone feels valued and heard.
Listening is an art, especially for leaders. In our latest episode, Helen Joy reveals strategies to enhance this crucial skill. Are you truly listening?
Managers, are you accidental or intentional? 82% fall into their roles. Discover how targeted development can transform your team's dynamic and productivity.
Empathy in leadership isn't optional. This week, Helen Joy and I explore why compassion is key in tech roles and beyond. Don't miss this heartfelt discussion.
Leadership Insights - YouTube Short Video Script on Common Problems for Leaders to Address
Title: "Leadership Insights Channel: Enhancing Team Management"
Script:
"Hello, leaders! Are you struggling to manage your team efficiently? You're not alone. A common challenge for leaders is navigating the complexity of team dynamics and individual needs. You may have faced the quandary of treating everyone exactly the same, yet witnessing varying results. The secret lies not in uniformity but in recognising and fostering individual strengths.
Here's what you can do:
First, cultivate psychological safety within your team. Encourage an environment of respect and value, where team members are free from judgment and the fear of failure. This nurtures trust and open communication.
Remember, leadership isn't about imposing your solutions. Sometimes, you need to step back. Listen. Allow your team to express themselves before rushing to problem-solve. This may be difficult, but conscious efforts in this area can build a more collaborative and self-reliant team.
Moreover, enhance your emotional intelligence. It’s vital to be self-aware, especially under stress, to manage your reactions and maintain effective communication.
Finally, build on your leadership by genuinely engaging with your team. Be curious. Approach conflicts with the intent to understand, not to react. Investing in relationships within your team can transform your leadership from good to great.
Implementing these behaviours ensures not just a happier team, but a more productive and engaged one as well. Lead with empathy, empower with trust, and manage with a focus on individual strengths. Good luck on your leadership journey!"
SEO Optimised Titles
Embracing Employee Uniqueness: The Key to Effective Management | 82% Accidental Managers Stat | Helen @ SEE Change Happen
Psychological Safety in the Workplace: Building Trust and Listening Skills | Helen @ SEE Change Happen
Mastering Conflict with Curiosity: Insights for Technical Leaders | Middle Manager Support Gap | Helen @ SEE Change Happen
Email Newsletter about this Podcast Episode
Subject: Dive Deep Into Inclusion with Helen Joy on Inclusion Bites 🎧
Hey there!
Exciting news from the Inclusion Bites studio as we've just wrapped up an incredibly insightful chat with the one and only Helen Joy! In our latest episode, "Voices Unleashed," we delve into the nuances of management, empathy, and the art of meaningful communication.
Curious about what gems you'll uncover in this episode? Here are five key takeaways that are bound to ignite your thoughts:
The delicate art of management: Understand why treating everyone the same can have varied results, and why personalising your approach is key.
The significance of psychological safety at work: Discover the importance of a respectful and judgement-free environment for all.
Navigating corporate decision-making: We discuss the human cost of decisions and why managers need to stay grounded in empathy.
The power of listening: Explore how fine-tuning your listening skills could revolutionise your management style.
Handling stress with emotional intelligence: Learn from our own experiences about managing reactions under pressure.
During our intense yet friendly banter, Helen dropped some real wisdom: Did you know that 82% of managers are considered "accidental managers"? This intriguing fact sparks a whole conversation on why investing in leadership development isn't just beneficial but essential.
Now, for the icing on the cake: A little nudge from us to you. If you've ever found yourself nodding along to the challenges of management or empathised with the complexities of workplace dynamics, this is your spark. Dive into the full episode, engage with Helen's enlightening perspectives, and join the conversation on empowering leadership and inclusion.
Remember to subscribe and share the love. Your support amplifies the voices we're unleashing and the society-transforming discussions we're hosting.
As we wrap this up, we can't wait for you to listen in and reflect on how you can make an impact in creating inclusive environments. It's time to unleash your voice and let's create some ripples together!
Cheerio,
Joanne Lockwood
P.S. Stay connected! Helen Joy is just a click away on LinkedIn, and don't hesitate to reach out if her approach resonates with you. Let's keep this dialogue blooming! 🌱
Potted Summary
Intro:
In this compelling episode of The Inclusion Bites Podcast, Joanne Lockwood and guest Helen Joy explore the intricacies of management, the essence of effective communication, and the role of empathy in professional settings. They dissect the conundrum of treating teams equally yet embracing individuality and share personal anecdotes on leadership challenges and breakthroughs.
In this conversation, we discuss:
👉 Role Clarity
👉 Listen to Lead
👉 Empathy & EQ
Here are a few of our favourite quotable moments:
"It's about coaxing out what's unique in everyone, not just treating everyone the same." – Helen Joy
"Psychological safety isn’t just a buzzword; it's the crux of inclusive leadership." – Joanne Lockwood
"Genuine curiosity in conversations deescalates conflicts more effectively than we realise.” – Helen Joy
Summary:
Dive into a discussion on the delicate balance of management, individuality, and empathy with Joanne Lockwood and Helen Joy on The Inclusion Bites Podcast. Learn crucial leadership insights that could change the way you interact with your team. Ready to unleash the voices within your workplace? Listen to 'Voices Unleashed’ now and become a catalyst for inclusion and understanding. Don't forget to subscribe and share!
LinkedIn Poll
Opening Summary:
In this enlightening episode of The Inclusion Bites Podcast titled "Voices Unleashed," Joanne Lockwood and guest Helen Joy delved into the intricacies of leadership, the importance of psychological safety, and the unique challenges faced by managers. They underscored the need for a deep understanding of individual team members and approaches to foster inclusive communication. How do you think management could best support an inclusive and thriving team environment?
🗳️ Poll Question:
Which factor is key for inclusive leadership?
🌟 Poll Options:
A. Role Clarity 📝
B. Active Listening 👂
C. Psychological Safety 🛡️
D. Autonomy Support 🚀
#Leadership #Inclusion #Management #Teamwork #InclusiveLeadership
Closing Why Vote:
Your insights matter! By casting your vote, you contribute to a broader conversation on how we can shape more inclusive and effective leadership practices. Join the dialogue and help us identify the priorities that resonate most within our workplaces. Share your experience and let's make an impactful change together!
Highlight the Importance of this topic on LinkedIn
🌟 Excited to share my takeaways from the Inclusion Bites Podcast episode "Voices Unleashed", where Joanne Lockwood and Helen Joy dive deep into the nuances of leadership and inclusion. 🎧
👥 As a Senior Leader/HR/EDI professional, understanding the myriad ways in which we engage with and manage our teams is crucial. This discussion brings to light:
⚖️ The significance of recognizing individuality amidst uniformity in management.
👂 Fostering psychological safety and the art of active listening in the workplace.
🔍 Emphasizing empathy and the human-centric approach in decision-making processes.
The episode also addresses the challenges that so-called "accidental managers" face and the gap in support and development, reminding us that 82% of managers are navigating without adequate training. 🚀
💡 Helen Joy's insights on increasing team productivity through investment in managerial skills and Joanne Lockwood's experiences add practical dimensions to the discussion, making it a resource that pierces through the theoretical and guides real-world application.
🔗 Tune in to "Voices Unleashed" for a conversation that stretches beyond conventional management narratives and champions the cause of true inclusion and belonging.
Let's transform our workplaces into environments where every voice is heard, and every team member thrives! 🌱
#InclusionBites #Leadership #Management #DiversityAndInclusion #HRTrends #EmotionalIntelligence #WorkplaceCulture #ContinuousLearning
🎙️ Subscribe and join Jo and Helen on this empowering journey!
L&D Insights
As an L&D expert, the "Voices Unleashed" episode of The Inclusion Bites Podcast is a treasure trove of insights for Senior Leaders, HR, and EDI professionals. Host Joanne Lockwood and guest Helen Joy delve into the fabric of management and inclusive leadership with practical takeaways that can reshape your company culture.
Key Insights:
Individual Recognition: Leaders often fall into the trap of treating everyone identically. However, Helen drives home the point that recognising individual strengths leads to greater engagement and productivity. This means tailoring your leadership approach to coax out each person's unique skills.
Psychological Safety: The importance of creating a work environment where every employee feels equally respected and valued can't be overstated. It's about instilling confidence in your team to voice opinions without fear of judgement – a cultural cornerstone for innovation and inclusion.
Embracing Feedback: Joanne emphasises self-awareness and the ability to receive and process constructive feedback. Actively seek out how others view your leadership style and use that information to adapt and improve.
Effective Communication: The episode underscores the art of listening. By refraining from immediate problem-solving and instead fostering open dialogue, you can deepen trust and inspire more nuanced, effective solutions.
Empathetic Leadership: Being in touch with the emotions of your team and understanding the stress and pressures they face is vital. This emotional intelligence is central to creating a supportive work environment, which, in turn, enhances performance and well-being.
"Aha Moments":
Middle managers, often accidental leaders, require dedicated support to transition effectively from individual contributors to motivators and team builders.
Empowerment trumps micromanagement: Trusting team members to find their own solutions fosters a sense of autonomy, mastery, and purpose.
The stark difference between polarising media portrayals and the positive day-to-day human interactions is an eye-opener, urging leaders to foster more authentic, humane workplace relations.
Actions for Change:
Personalise Your Approach: Move beyond one-size-fits-all management. Acknowledge your team's diverse talents and motivate accordingly.
Cultivate Safety: Work consciously on creating and maintaining psychological safety within your teams. Remember, this is a journey, not a destination.
Deep Listening: Practice active listening, ensuring team members are fully heard before jumping in with solutions.
Be Vulnerable: Show vulnerability as a leader by opening up conversations on feedback for continuous self-improvement.
Invest in Middle Managers: Develop targeted training and support structures for middle management, recognizing their pivotal role in operational success and staff satisfaction.
For those who are strapped for time but determined to lead with inclusion at the forefront, this episode provides concrete strategies to enrich their leadership approach, foster belonging, and ultimately drive performance through genuine connection.
Social Media Hashtags for Sharing:
#InclusiveLeadership
#PsychologicalSafety
#ActiveListening
#EmpatheticManagement
#MiddleManagerSupport 📈✨🎧👂🤝
Shorts Video Script
Text on screen: "🔍 Unveiling Your Team's Superpowers!"
Start recording
Hey there! If you're leading a team or in any management role, you've probably felt the pressure of treating everyone the same. But get this - a one-size-fits-all approach can actually lead to varied outcomes for different team members. Here's a spin on things: recognize and coax out the unique strengths of your people. It's a game-changer! 🌟
(Text on screen: "🎭 Embrace Individuality")
Here's a thought – imagine creating a space where everyone feels equally respected and valued, with no fear of judgement. Yes, it’s about psychological safety in the workplace. Make it your goal to craft an environment where people are at ease to share their ideas and take risks.
(Text on screen: "💭 Think Beyond the Norm")
Let's face it, corporate decision-making can sometimes seem a bit... dehumanizing. The mainstream media often amplifies polarized viewpoints which doesn't really help either. But I've realized that day-to-day, people interactions are usually more positive than what we see in those narratives.
(Text on screen: "👂 Listen & Grow")
In our world of constant hustle, being enthusiastic and energetic is great, but sometimes, we gotta rein it in, especially under pressure. And part of that is self-awareness and being open to constructive feedback. It's vital to trust and really listen without rushing to solve problems. Ever tried asking someone how they think they did before giving your two cents? Try it!
(Text on screen: "🤝 Build Genuine Connections")
It's easy to jump into problem-solving mode. But what if as managers, we focused on pre-skilling, identifying leadership roles suitably, and understood the importance of empathy and compassion? And yes, stress and pressure can affect our communication - so emotional intelligence is the key.
(Text on screen: "🌱 Nurture Leadership & Trust")
Managing people can be draining, from delivering tough news to checking in on well-being, especially with remote working. Empowerment, trust, and personal responsibility go a long way. Remember, addressing root causes rather than just symptoms leads to real, lasting solutions.
Thanks for watching! Remember, together we can make a difference. Stay connected, stay inclusive! See you next time. ✨
End recording
Title for Social Media: "Unlock Team Potential: Lead with Empathy & Trust! #LeadershipTips"
Hashtags:
#ManagementSkills
#EmpatheticLeadership
#PsychologicalSafety
#TeamworkMatters
#InclusiveLeadership
Glossary of Terms and Phrases
In the episode "Voices Unleashed" of The Inclusion Bites Podcast hosted by Joanne Lockwood with guest Helen Joy, several concepts, some of which may be less commonly known to the general public, are discussed. Here is a list of these concepts along with the definitions implied in the episode:
Psychological Safety:
Definition: A concept in the field of organizational behavior referring to a climate in which individuals feel included, safe to learn, safe to contribute, and safe to challenge the status quo without fear of being embarrassed, marginalized, or punished in some way.
Accidental Manager:
Definition: A term used to describe individuals who are promoted into management roles without necessarily having the formal training or the intention to become managers.
Emotional Intelligence:
Definition: The capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously and empathetically.
Deep Listening:
Definition: Also known as active listening or empathic listening, this is a way of listening to another person that involves fully concentrating, understanding, responding, and then remembering what is being said.
Ad Car Model:
Definition: A change management model that stands for Awareness, Desire, Knowledge, Ability, and Reinforcement. It is used to help guide individuals and teams through change.
Autonomy, Mastery, and Purpose:
Definition: These are seen as the three intrinsic motivators according to Daniel Pink's model, where autonomy is the desire to direct our own lives, mastery is the urge to get better at something that matters, and purpose is the desire to do things in service of something larger than ourselves.
Empowerment:
Definition: In a management context, empowerment refers to the process of enabling or authorizing an individual to think, behave, take action, and control work and decision-making in autonomous ways.
Communication Charter:
Definition: A set of guidelines that a team or organization agrees upon to define how they communicate, including norms and rules around the use of communication tools and meeting etiquette.
Root Cause Analysis:
Definition: A method of problem-solving used for identifying the underlying causes of a problem or issue, rather than simply addressing its symptoms.
Enlightened Management Style:
Definition: A leadership approach that emphasizes understanding, open communication, and employee engagement, allowing for collaboration and the exchange of ideas within a supportive environment.
These concepts are part of the broader discussions on management challenges, team dynamics, and the importance of creating a nurturing and inclusive workplace environment.
SEO Optimised YouTube Content
Focus Keyword: Positive People Experiences
Title: Harnessing Positive People Experiences for a Better Workplace | #InclusionBitesPodcast
Tags: Positive People Experiences, Inclusion Bites, Joanne Lockwood, Helen Joy, management development, psychological safety, workplace culture, culture change, leadership training, empowerment in management, communication charter, emotional intelligence, autonomy mastery purpose, Daniel Pink motivation, ad car model, team dynamics, effective leadership, understanding team members, workplace inclusion, corporate empathy, building trust, receiving feedback, managing conflict, middle managers support, employee well-being
Killer Quote: "Creating an environment where everyone is treated equally, respected, and valued can significantly transform our day-to-day people interactions" - Helen Joy
Hashtags: #InclusionBites, #JoanneLockwood, #HelenJoy, #Management, #PsychologicalSafety, #WorkCulture, #Leadership, #TeamDynamics, #EmployeeWellbeing, #UpbeatLeadership, #InclusiveWorkplace, #EmpathyInBusiness, #ActiveListening, #ConflictManagement, #CulturalTransformation, #Empowerment, #DiversityAndInclusion, #MentalHealth, #EmployeeDevelopment, #TrustInManagement
Why Listen:
Welcome everyone, I'm Jo, and today on The Inclusion Bites Podcast, we have a fascinating episode focused on "Positive People Experiences" and how they shape a culture of change within organisations. I've had a riveting conversation with Helen that delved into the essence of building a workplace environment where every individual feels valued, respected, and psychologically safe. This dialogue is critical for anyone looking to develop cultures where individuals are not just heard but truly listened to, leading to an inclusive and productive workspace.
As we unpack the concept of "Positive People Experiences," Helen and I bring forward the challenges managers face when balancing treating individuals equally and recognising the unique strengths each person brings to the team. The importance of psychological safety in the workplace cannot be overstated, and it's heartening to know that many of our day-to-day people interactions already echo the values we aspire to, despite the mainstream media’s portrayal of a polarised society.
We also discuss the essential role of empathy and connection – how by allowing others the space to express themselves, we can steer our interactions away from conflict and towards collaborative resolution. It's a blend of personal anecdotes and professional insights, and we explore the intricate dance of managing people while maintaining personal mental well-being, particularly in a remote setting.
By the end of this episode, you’ll appreciate why middling managers often find themselves caught in the middle and the importance of investing in their development...
[1000 words focusing on the narrative around Positive People Experiences, Psychological safety in the workplace, Importance of individual uniqueness, Day-to-day positive interactions, Role of empathy and connection, Management training and development, Communication strategies, Leadership styles and effective team building, Active listening.]
Closing Summary and Call to Action:
To wrap up our insightful dialogue on fostering "Positive People Experiences," let me share with you the key learnings that have struck a chord with me:
The importance of psychological safety in nurturing a culture where everyone can thrive.
How genuine curiosity and open communication can mitigate conflict and encourage better teamwork.
The value of deeply understanding team dynamics and the need for in-depth listening without rushing to solutions.
Why transforming into empowering leaders can elevate team performance and well-being.
The role of empathy, particularly in managing remote teams.
How to develop an ‘enlightened’ management style that fosters discussion and participation.
The challenge of pivoting from operational roles to people management.
Why it's vital to trust in the process of receiving constructive feedback.
The significance of practising self-awareness as leaders.
Understanding and harnessing the motivation model of autonomy, mastery, and purpose as suggested by Daniel Pink.
The necessity of training managers to let go and allow team members autonomy.
Embracing a preemptive approach to addressing organisational challenges.
The impact of stress and pressure on communication and decision-making.
The potential benefits of developing a communication charter.
The demanding yet rewarding task of delivering bad news and maintaining team morale.
Investing in middle manager development to create nurturing environments for teams to flourish.
Recognising the tendency to focus on short-term solutions due to pressure for immediate results.
The importance of participating in activities that build rapport and inspire change within the workplace.
I encourage each one of you to apply the insights shared in this discussion to your own leadership journey. If you're a middle manager or someone with influence in your organisation, take these valuable points on board, and let's be parts of the cultural revolution that prioritises people and their diverse experiences.
[1000 words of actionable insights and summary points from the above content.]
Outro:
Thank you ever so much for tuning into The Inclusion Bites Podcast. If you've found value in our conversation today about "Positive People Experiences," I kindly ask you to like this episode and subscribe to our channel for more inspiring content. Your support helps us continue these crucial conversations.
For more information on inclusive practices and to connect further with our community, visit the SEE Change Happen website at https://seechangehappen.co.uk, and to listen to more episodes of Inclusion Bites, head over to https://seechangehappen.co.uk/inclusion-bites-listen. Remember to share this with anyone who could benefit from our discussion today!
Stay curious, stay kind, and stay inclusive - Joanne Lockwood
Root Cause Analyst - Why!
Key Problem: Middle managers lack adequate support and development opportunities, leading to poorly managed teams and a suboptimal working environment.
First Why: Why do middle managers lack proper support and development?
Middle managers often ascend to their positions based on their technical skills or seniority rather than their management ability. Organisations may overlook the need for distinct managerial training.
Second Why: Why are organisations overlooking the need for managerial training?
Many organisations prioritise immediate operational needs over long-term investments like manager training. There may also be a misconception that leadership skills are innate and not in need of development.
Third Why: Why do organisations prioritise immediate needs over long-term investments?
Short-term targets and pressures for quick financial returns can lead to a focus on the most immediate and measurable outputs. The benefit of manager training may take longer to manifest and is less tangible.
Fourth Why: Why are short-term targets and quick financial returns the focus?
Corporate strategies and the market environment often reward quick wins that bolster quarterly financial reports. Long-term strategies with slower pay-offs may be undervalued by shareholders and leadership.
Fifth Why: Why do corporate strategies and markets reward quick wins over long-term development?
The current financial ecosystem often incentivises quick growth to maintain competitive advantage, with shareholder value prioritised, which can overshadow the human elements of business operations, such as employee development.
Summary of Findings:
Middle managers are not receiving sufficient development and support, which can be traced back to the promotion based on technical expertise rather than leadership potential. Organisations tend to overlook this issue because they are more focused on meeting short-term operational targets than investing in long-term strategies. This trend is reinforced by a broader corporate and market-level focus that prioritises quick financial returns over more gradual, less tangible benefits like workforce development.
Potential Solutions:
Create a Leadership Development Pathway: Establish clear programs for cultivating leadership skills among potential and existing middle managers. This should involve both formal training sessions and mentorship or coaching opportunities.
Shift Corporate Culture: Encourage a shift in corporate culture to value long-term benefits such as staff development by advocating for changes at the executive level. This could involve setting targets for leadership development and its impact on productivity and employee satisfaction.
Educate Shareholders: Inform shareholders about the long-term value and potential ROI of investing in managerial training, including case studies that show positive outcomes from such investments.
Managerial Accountability: Introduce accountability measures for the development of management skills, so that the presence and enhancement of these abilities are monitored and evaluated over time, much like financial performances.
Communication Charter: Implement a communication charter to minimise chaotic communication and ensure open, effective dialogue within the organisation.
By addressing these areas, organisations can enhance their managerial capabilities, leading to better-managed teams, improved working environments, and ultimately, greater organisational success.
TikTok/Reels/Shorts Video Summary
Focus Keyword: Positive People Experiences
Title: "Creating Positive People Experiences in the Workplace | #InclusionBitesPodcast"
Tags: Positive People Experiences, Culture Change, Inclusion Bites Podcast, Workplace Inclusion, Management Diversity, Psychological Safety, Empathy in Leadership, Compassionate Management, Emotional Intelligence, Effective Communication, Team Dynamics, Employee Well-being, Constructive Feedback, Leadership Development, Middle Management Support, Transformational Leadership, Listening Skills, Management Training, Autonomy Mastery Purpose, Conflict Resolution,
Killer Quote: "We must focus on the humanity within each individual to truly foster a culture change." - Helen Joy
Hashtags: #PositivePeopleExperiences, #CultureChange, #InclusionBites, #Leadership, #DiversityAndInclusion, #Management, #WorkplaceWellbeing, #PsychologicalSafety, #Teamwork, #EmpoweringManagers, #EmotionalIntelligence, #Transformation, #InclusionMatters, #InspirationalLeadership, #ListeningSkills, #ManagementDevelopment, #CorporateCulture, #HumanResources, #OrganisationalDevelopment, #InclusiveLeadership
Summary Description:
Why settle for a cookie-cutter approach in management when we could be cultivating Positive People Experiences that truly revolutionise our workplaces? In our latest #InclusionBitesPodcast episode, Helen and I delve into the subtleties of empathetic leadership, the power of listening, and how to foster a culture that champions the unique potential within each team member. We discuss practical strategies to build psychological safety, improve listening skills, and the crucial role of middle managers in transformative cultural change. Tune in to learn how to enrich the fabric of your organisation by embedding principles of trust, inclusion, and compassion. Discover our insider tips and empower yourself to lead with authenticity. For guidance on creating lasting culture change, be sure to listen to the full episode.
Outro:
A heartfelt thank you to everyone tuning in to our conversation about fostering Culture Change and inspiring Positive People Experiences. If you've found our insights enriching, please like and subscribe to our channel for more content that stirs the mind and warms the heart. You can delve deeper into these topics by visiting our website at https://seechangehappen.co.uk and listening to the full conversation on "The Inclusion Bites Podcast" at https://seechangehappen.co.uk/inclusion-bites-listen.
Stay curious, stay kind, and stay inclusive - Joanne Lockwood
Canva Slider Checklist
Note: Each content slide can be further elaborated with bullet points or statistics that highlight the importance of the included best practice, depending on the style and branding of the LinkedIn post slider.
Episode Carousel
Slide 1:
🤔 Are we managing our teams or simply overseeing a process? Discover the true impact of unique leadership on productivity and well-being.
Slide 2:
✨ "Embrace individual strengths!" Helen Joy stresses the vitality of recognizing each team member's uniqueness rather than a one-size-fits-all approach. #InclusionBitesPodcast
Slide 3:
🛑 Stop the rush to solve! Dive into the conversation on the power of listening over problem-solving with Helen Joy and Joanne Lockwood. Have we lost the art of communication? 🎧 #VoicesUnleashed
Slide 4:
📈 From accidental to intentional managers - 82% of managers weren't prepared for their roles. How can we support better leadership development? #Leadership #ManagementTips
Slide 5:
🚀 Ready to transform your management style? Listen to the latest 'Voices Unleashed' episode of The Inclusion Bites Podcast with host Joanne Lockwood and guest Helen Joy. Tune in now for a masterclass in effective leadership! 🔗 Link in bio! #InclusiveLeadership
6 major topics
Title: Unleashing Voices: Navigating the Complexities of Inclusion in Management
Meta Description: Join Joanne Lockwood and Helen Joy as they dive into the intricacies of inclusion, management challenges, and fostering a culture of psychological safety in the workplace.
Introduction:
Greetings to all you delightful listeners! It’s your host, Joanne Lockwood, here to share another stimulating discussion from The Inclusion Bites Show, where we bite into the heart of inclusion and belonging. Today, I had the pleasure of conversing with the magnetic Helen Joy, a maestro in management development, on the complexities of inclusion in the realm of leadership. We pulled back the curtain on several crucial topics that influence how we nurture our work environments, and I’m eager to relay the highlights from our in-depth chat!
Unravelling the Paradox of Equality in Management:
One of the first nuggets we unearthed was the paradox inherent in striving to treat everyone on a team identically. Helen illustrated how this well-intentioned approach can inadvertently lead to disparities among team members. Our conversation pondered over the essence of embracing and fostering individual strengths and how it propels us towards a more authentically inclusive culture. Naturally, this leads to the question - how do we balance uniformity with individuality in managerial practices?
Fostering a Climate of Psychological Safety:
Safety isn’t just about the physical; it encompasses the psychological realms too. Delving into the significance of a psychologically safe workspace, Helen and I dissected the means to cultivate a setting where equity, respect, and a sense of value are ingrained. Have you ever considered the impact of trepidation and judgment on your team's potential?
The Dehumanizing Slice of Corporate and Media:
During our engrossing dialogue, we touched upon the stark contrast between everyday human interactions and the often-polarized depictions in corporate decision-making and mainstream media. The role of empathy in corporate settings can often be overlooked, but as Helen carefully pointed out, it has a profound impact on our relationships and decisions. Does the impersonality of the boardroom seep into our worldview?
Harnessing the Power of Enthusiasm and Self-awareness:
Harnessing one's innate exuberance and adjusting it to suit various professional scenarios is a skill in its own right. Helen delved into how managing her own natural ebullience, especially under duress, has been a learning curve. As for me, Joanne Lockwood, I talked about the revelatory moments gleaned from seeking feedback, fostering trust, and cultivating the art of listening. When last did you reflect on how your energy affects your team?
The Art of Listening in Leadership:
A substantial part of our exchange revolved around the art of effective listening – a vital, yet often underutilized leadership skill. Managers frequently succumb to the pressure of solving problems immediately, but what benefits might unfold if we step back and truly listen? Helen shed light on techniques to hone this essential skill, a process that could transform the very foundations of managerial roles.
Overcoming Conflict with Compassion:
As the conversation progressed, Helen and I faced the thorny issue of conflict management. It's something every manager grapples with, but often, the approach taken can inflame rather than soothe tensions. Ponder this - could approaching conflict with a blend of genuine curiosity and the intent to de-escalate be the key to harmonious resolution?
Conclusion:
In the intricate dance of management and inclusion, there are no one-size-fits-all solutions. My chat with Helen Joy reminded me that, at the heart of our work environments, individual voices cry out to be heard and recognized. Our task as leaders is not just to listen, but to respond with a keen sensitivity that embraces the unique contributions of each team member. The journey towards creating inclusive cultures within our organisations is undeniably filled with challenges, but also opportunities for profound growth and connection. I invite you, my fellow inclusion enthusiasts, to reflect on your approach to leadership – are you truly unleashing the voices within your midst?
TikTok Summary
🎙✨ Dive into a world where voices are unleashed and discover the art of true inclusion with The Inclusion Bites Podcast! In this enthralling episode titled "Voices Unleashed," host Joanne Lockwood chats with the dynamic Helen Joy about the kaleidoscope of human behaviour in management and the workplace. 🌈
🔊 Helen delves into why treating everyone the same can backfire and the magic that happens when we embrace individual strengths. They ponder on psychological safety, where respect and equality reign, and judgement takes a back seat. 🤝
💡 Expect to be captivated by discussions on the often-dehumanizing impact of corporate decisions and media, and learn why our day-to-day interactions are the real heartbeat of society. Gain insights into the power of self-awareness, feedback, and the rare skill of just listening, all wrapped up in enthralling conversations that will challenge and inspire you. 🤯
🌟 If you're ready to reshape your perspective on leadership, empathy, and the complexities of the human spirit in professional settings, you won't want to miss this! 💼❤️
Hit play on our TikTok taster and then head to the full episode for a transformational listening experience! Join the journey to a more inclusive world with Joanne Lockwood at 👉 Inclusion Bites. Don't just listen to change, be a part of it! 🌍 #InclusionBites #VoicesUnleashed #LeadershipPodcast
Slogans and Image Prompts
Certainly! Here are some slogans, soundbites, and quotes from the episode that could be used on merchandise along with AI image generation prompts for each:
Slogan: "Unleash Unique Strengths"
AI Image Prompt: A dynamic and powerful lion, composed of a mosaic of diverse human faces, set against a backdrop that transitions from grayscale on the left to vibrant colours on the right. Caption: "Unleash Unique Strengths" in bold, inspirational typography.Soundbite: "Equality in Voice, Diversity in Harmony"
AI Image Prompt: A circle of silhouetted figures holding hands, each figure unique in appearance, surrounding a globe showing diverse landscapes. Musical notes and a wave form encircle them, with the phrase "Equality in Voice, Diversity in Harmony" elegantly scripted below.Quote: "Psychological Safety: No Fear of Being You"
AI Image Prompt: An intricate tree with leaves that are tiny human figures in various postures of openness and comfort. Roots spell out the word "Trust" and the phrase "Psychological Safety: No Fear of Being You" wrapping around the tree trunk in comforting, flowing text.Hashtag: #ListenWithoutSolving
AI Image Prompt: A serene human ear with a Zen garden within its contour, complete with raked sand and a miniature bridge, symbolizing peaceful listening. The hashtag #ListenWithoutSolving floats above in meditative, clear font.Quote: "Curiosity Over Conflict"
AI Image Prompt: A stylized image of an antique brass telescope extending towards a star-filled night sky, with a calm ocean reflecting the stars below. The quote "Curiosity Over Conflict" is reflected in the water in a wavy, glowing font.Soundbite: "Empathy is Our Superpower"
AI Image Prompt: An emblem designed like a superhero badge, featuring a heart with an EKG pulse running through it, set against a backdrop of a sunrise. Captioned "Empathy is Our Superpower" in bold, heroic lettering.Slogan: "Lead with Heart, Guide with Insight"
AI Image Prompt: A split image with one side showing a human heart glowing warmly, the other half a brain lit up with neural connections and a compass overlay. The slogan "Lead with Heart, Guide with Insight" bridges both halves in an elegant, balanced font.Quote: "Master Change, Master Yourself"
AI Image Prompt: A phoenix rising majestically from flames, each feather detailed with scenes of transformation and growth. Beneath it, the quote "Master Change, Master Yourself" in an assertive, stylized script.Soundbite: "Connection Before Correction"
AI Image Prompt: Two hands connecting with a puzzle piece bridge, one hand is detailed and mechanical, the other hand is human and warmly coloured. Around it, the soundbite "Connection Before Correction" in a friendly, inviting typeface.Hashtag: #InclusionIsNoIllusion
AI Image Prompt: An optical illusion art piece with paths intertwining to form the infinity symbol, symbolizing limitless inclusion. At the center, the hashtag #InclusionIsNoIllusion stands out in an illusion-themed font.
These ideas offer a variety of options that tap into the themes discussed in "Voices Unleashed". Each image can be artistically designed and adapted for various merchandise, capturing the essence of the topics discussed by Joanne Lockwood and Helen Joy.
Inclusion Bites Spotlight
In the latest feature of our "Inclusion Bites Spotlight" newsletter, we delve into the nuances of leadership and individuality with the insights from management development specialist Helen Joy. In this compelling episode of The Inclusion Bites Podcast, titled "Voices Unleashed," Helen brings to the fore the intricacies of managing diverse teams and fostering an environment of psychological safety and respect in the workplace.
With an approach that champions recognising and nurturing the unique strengths of each team member, Helen challenges conventional management norms that favour uniformity over individuality. Her extensive experience provides a roadmap for leaders to coax out the best in people, thus enhancing collective productivity and workplace wellbeing.
Aligning seamlessly with our podcast host Joanne Lockwood's expertise in inclusion and belonging, the discussion ventures into the emotional intelligence required to manage team dynamics. They share experiences and strategies around providing and receiving feedback, promoting trust, and the art of just listening – skills pivotal to effective leadership and healthy organisational cultures.
Illustrating how the polarised portrayals in mainstream media contrast with the positive everyday interactions between people, Helen and Joanne critique the broader societal misconceptions. They also touch upon the impact of stress on communication styles and the value of empathy within professional settings.
As we spotlight this episode, we invite our readers to consider how the nuances of human behaviour and management can be harmonised to unleash the voices of individuals and cultivate an inclusive ethos within organisations. Helen and Joanne's conversation is particularly timely for those navigating the complexities of leadership roles, looking to inspire change and empower their teams.
Tune into "Voices Unleashed" as our guests unravel the importance of tailoring leadership to elevate everyone's potential, making this edition an invaluable resource for all aspiring to effectuate inclusive transformation.
YouTube Description
Title: Voices Unleashed - The Inclusion Bites Podcast with Joanne Lockwood and Helen Joy
Description:
🎙️ Is equal treatment in management truly the best approach? In the latest episode of #TheInclusionBitesPodcast, titled 'Voices Unleashed', host Joanne Lockwood and management development expert Helen Joy delve deep into the complexities of equality in leadership and the pivotal role of psychological safety in the workplace.
Helen Joy, renowned for her ability to inspire transformative change, engages in a riveting discussion on the paradox of treating everyone the same resulting in different outcomes. With Joanne Lockwood's insightful contributions, this episode sheds light on the importance of recognizing individual uniqueness and strengths. Dive into a conversation that explores why acknowledging each team member's distinctive traits leads to a more inclusive and productive work environment.
The dialogue between Jo and Helen extends to the essentials of maintaining psychological safety in higher roles and the ways corporate decision-making can often overlook the human element. They contrast these scenarios with the day-to-day positive interactions that thrive outside the polarized portrayal of mainstream media.
In a world where managers face constant challenges, this episode of Inclusion Bites invites you to consider how leadership styles, communication, and an informed understanding of human behaviour significantly influence team dynamics and conflict management.
The conversation is enriched with references to Jo's take on 'Humankind' by Ruka Bregman, which positions innate goodness at the heart of societal interactions, raising the crucial point that conflict may stem from learned behaviours or misconceptions.
Takeaways & Actions:
Learn how to cherish and amplify the individual strengths within your team.
Understand the critical nature of psychological safety and its impact on team success.
Gain insights into effective conflict management with genuine curiosity and emotion de-escalation techniques.
Discover the power of empathy in professional settings and learn to navigate stress and pressure with enhanced emotional intelligence.
Reflect on your own management style, and consider implementing feedback exercises to bolster self-awareness and trust-building.
🔊 Listen, learn, and transform how you lead – Don’t just manage, empower. Tune in to 'Voices Unleashed' and redefine the way you think, feel, and act towards inclusion leadership. Visit [Link to the podcast] to unleash the full potential of your managerial skills and create a space where everyone thrives.
👉 Be sure to subscribe for weekly insights and follow us to contribute to a more inclusive society. Reach out to management maestro Helen Joy through her LinkedIn page for a direct connection to her expertise in leadership transformation.
Hashtags:
#InclusionLeadership #PsychologicalSafety #InclusiveManagement #LeadershipSkills #ConflictManagement #ManagementDevelopment #EmpathyInLeadership #EmotionalIntelligence #TransformativeChange #TheInclusionBitesPodcast
Remember to engage with our content - if this episode impacts the way you approach leadership and inclusion, drop us a comment and share your experience. Your contribution matters in shaping a world where everyone belongs.
10 Question Quiz
The Inclusion Bites Podcast - 'Voices Unleashed' Quiz
According to Helen Joy, what often leads to different results amongst team members when everyone is treated the same?
A) Lack of resources
B) Varied individual strengths
C) Inconsistent management
D) Office politicsWhat did Helen Joy emphasize as essential for individuals within a team?
A) Competition
B) A standardized approach
C) Recognizing and encouraging uniqueness and strengths
D) Strict hierarchyWhat concept did Helen Joy discuss related to creating an equal, respectful, and valued work environment?
A) Democratic leadership
B) Psychological safety
C) Profit maximization
D) Corporate agilityIn higher roles within an organization, what challenge related to psychological safety did Joanne Lockwood comment on?
A) Performance metrics
B) Maintaining it
C) Employee turnover
D) Financial constraintsHow does Helen Joy describe her default demeanor?
A) Reserved and cautious
B) Enthusiastic and energizing
C) Indifferent and detached
D) Analytical and criticalWhat does Joanne Lockwood view as important when receiving feedback?
A) Self-awareness
B) Defensiveness
C) Justifying actions
D) Immediate solutionsWhat kind of exercises does Helen Joy conduct with managers?
A) Stress management
B) Physical fitness
C) Listening skills improvement
D) Time managementWhat is a key difficulty acknowledged by both guests when it comes to managerial roles?
A) Budgeting and finance
B) Just listening
C) Technology adoption
D) Marketing strategiesWhat statistic do Joanne Lockwood and Helen Joy discuss that concerns middle managers?
A) 45% of them seek leadership training
B) 82% of them are accidental managers
C) 30% of them are women
D) 60% of them feel overqualifiedWhat model does Helen Joy reference while discussing motivation?
A) Maslow's hierarchy
B) Herzberg's two-factor theory
C) Daniel Pink's model: autonomy, mastery, and purpose
D) Vroom's expectancy theory
Answer Key:
B) Varied individual strengths
Rationale: Helen Joy discusses the challenges of treating everyone the same way because individuals have different strengths that need to be recognized and coaxed out.
C) Recognizing and encouraging uniqueness and strengths
Rationale: Helen emphasizes the importance of acknowledging individual uniqueness and strengths to manage teams effectively.
B) Psychological safety
Rationale: The concept of psychological safety is discussed as crucial for creating an environment where everyone is treated equally, respected, and valued.
B) Maintaining it
Rationale: Joanne talks about the challenges of maintaining psychological safety, especially in senior roles within an organization.
B) Enthusiastic and energizing
Rationale: Helen Joy mentions her natural default as being enthusiastic and energizing, although she has to temper it at times.
A) Self-awareness
Rationale: Joanne underscores the importance of self-awareness when receiving feedback and the surprise she felt with the feedback she got from an exercise.
C) Listening skills improvement
Rationale: Helen conducts exercises with managers to improve their listening skills, emphasizing the importance of this skill in management.
B) Just listening
Rationale: Both guests acknowledge the difficulty managers have in just listening and the importance of consciously working on this skill.
B) 82% of them are accidental managers
Rationale: The discussion touches on the statistic that 82% of managers are accidental managers, highlighting the need for proper development and support.
C) Daniel Pink's model: autonomy, mastery, and purpose
Rationale: Helen discusses motivation and refers to Daniel Pink's model, which focuses on autonomy, mastery, and purpose.
Summary Paragraph:
In the 'Voices Unleashed' episode of The Inclusion Bites Podcast, management development specialist Helen Joy and host Joanne Lockwood discuss the intricacies of effective leadership and inclusion in the workplace. They cover various aspects such as the critical role of recognizing individual strengths for better team performance, the significance of psychological safety in nurturing a respectful work environment, and the challenge of maintaining such an environment in higher managerial roles. Helen Joy reveals her naturally enthusiastic approach to life and explains the benefits of listening exercises for managers, while Joanne highlights the importance of self-awareness when it comes to feedback. The episode also delves into the striking statistic that 82% of middle managers are in their roles accidentally, underscoring the importance of training and development for these accidental managers. Lastly, the discussion touches on Daniel Pink's motivational model, which includes autonomy, mastery, and purpose, demonstrating the complex yet rewarding nature of leadership and the continuous journey toward effective and inclusive management.
Rhyme Scheme and Rhythm Podcast Poetry
Title: A Harmony of Voices
In the halls of leadership where unique minds entwine,
Treating all as one, a common error we find.
For when we coax the strengths that in individuals lie,
We see a team that blooms, reaches for the sky.
A safety in the psyche, a space that's safe and sound,
Where judgement is but shadow, and respect does abound.
Equality and value in this garden must thrive,
For souls to feel the courage, for dreams to come alive.
Oh, the corporate machine with decisions cold and stark,
Pitting human hearts against comments that miss the mark.
Yet daily interactions shine with warmth, unfeigned and true,
A stark contrast to what polar views construe.
Under pressure, vibrant energies we contain,
Learning to channel ardours that stress might strain.
Within the mirror of feedback, we seek to understand,
The selves that others see, through a different lens firsthand.
Trust the crucial cornerstone to counsel we receive,
Listening without a leap to fix, to perceive.
For managers too must pause and let the silence speak,
Allowing space for others their own solutions to seek.
From the pages of "humankind," the goodness that we hold,
Affirms that conflict and kind, are tales to be retold.
In managing the friction, curiosity we must engage,
To gently calm the storm, to soothe the fiery rage.
Compassion and empathy, traits not just for healers,
But for every professional amidst life's great wheelers.
The mark of stress and strain, on our styles it does tell,
Yet emotional intelligence can guide us to excel.
With accidental managers a statistic to consider,
Invest in skills for clarity, make their leadership glitter.
For the task is not mere oversight of projects and the such,
It's to inspire, to lead, with a human-touch.
From remote landscapes stretching across the virtual sea,
Comes a need for empowerment, trust, and responsibility.
Communication shifts in the asynchronous tide,
Yet understanding and connection we must still provide.
For within the roots of problems, the answers are deeply cast,
Without focus on the cause, solutions will not last.
Managerial roles demanding, a challenge heavy and stark,
Yet through open discussion, we may ignite a spark.
So subscribe, embrace the knowledge where inclusion does reside,
And share these bites of wisdom with a heart open wide.
For within these tales of humanity, we glimpse a better we,
Together within the symphony of diversity's symphony.
With thanks to Helen Joy for a fascinating podcast episode.
Key Learnings
Key Learning and Takeaway:
The primary takeaway from the "Voices Unleashed" episode with Helen Joy is the profound understanding of the nuanced challenges in leadership and management. The discussion zeroes in on the essentiality of embracing individuality, fostering psychological safety, and developing active listening skills for managers. The conversation also underscores the importance of emotional intelligence and communication in creating a positive workplace where teams can thrive and conflict is managed with genuine curiosity. This episode highlights that effective leadership is not about treating everyone the same but about recognizing the unique strengths and needs of each team member.
Point #1:
Managers must cultivate psychological safety within their teams, ensuring an environment where individuals feel valued, respected, and free from judgement. This encourages openness and reduces the fear of failure, allowing employees to flourish and contribute authentically.
Point #2:
Active listening emerges as a critical skill for managers. By listening deeply and resisting the urge to immediately problem-solve, managers can foster trust and empower their teams to find their own solutions, leading to more innovative outcomes and personal growth within the team.
Point #3:
Developing emotional intelligence is key for leaders to manage their own reactions under stress and pressure. Recognizing and managing emotional responses can prevent miscommunication and conflict, paving the way for more empathetic and effective leadership.
Point #4:
The episode stresses the significance of personalization in leadership. By understanding each team member's motivations and personal goals, managers can tailor their approach to inspire, engage, and drive performance, aligning with the team's varied needs and the overarching goals of the organisation.
Book Outline
Book Outline from "The Inclusion Bites Podcast" Transcript: Voices Unleashed
Introduction
The transformative power of inclusion in management
The need for recognizing the individual strengths in team management
Introducing psychological safety in the workplace
Chapter 1: Beyond Equality - The Quest for Equity in Team Management
Subheadings:
Understanding individual uniqueness and strengths
The missteps of treating everyone the same
Coaxing out the potential: Strategies for effective leadership
Chapter 2: Creating a Culture of Psychological Safety
Subheadings:
Defining psychological safety
The integral role of management in fostering a secure workspace
Navigating the tightrope of psychological safety in senior roles
Chapter 3: Humanising Corporate Culture
Subheadings:
Impact of dehumanized corporate decision-making
The contrast between daily human interactions and the media's portrayal
The need for authenticity in leadership styles
Chapter 4: Self-Awareness and Constructive Feedback
Subheadings:
The journey to self-discovery and improvement
The fine art of receiving and giving feedback
Learning to listen: exercises for enhancing managerial listening skills
Chapter 5: Conflict Resolution and the Human Element
Subheadings:
Rethinking human nature and conflict
Approaching team conflict with curiosity and calm
Empathy and compassion: Lessons from healthcare
Chapter 6: The Accidental Manager Dilemma
Subheadings:
Statistics on accidental managers and the impact on teams
The chasm between technical expertise and people management
The essentials of management development
Chapter 7: The Toll of People Management
Subheadings:
The often unseen emotional labour of management
Hybrid work and the new challenges of remote management
Trust, empowerment, and the shift towards asynchronous communication
Chapter 8: Communication and Change Management
Subheadings:
The significance of clear communication in leadership
Daniel Pink’s motivation model in practice
Implementing a communication charter for organisational harmony
Chapter 9: Leadership Styles for the Modern Workplace
Subheadings:
Identifying and adapting to various management styles
Building personal relationships for team synergy
Unlocking team potential through understanding and personal development
Chapter 10: Fostering Inclusive Management
Subheadings:
Integrating inclusion in management practices
The role of management in nurturing diverse talents
Strategies for inclusive decision-making and conflict resolution
Conclusion: The Path Towards Inclusive Excellence
Summarising the key insights on effective management and inclusion
The ongoing journey to foster inclusive workplaces
Call to Action: Embrace Inclusion for a Brighter Future
Encouraging readers to actualize the principles from the book
Continuing the conversation on inclusion and management beyond the pages
Refinement and Feedback
Continual improvement through expert insights and reader suggestions.
Final Touches
Title suggestions based on themes and catchiness.
Chapter summaries to encapsulate the primary focus and content of each segment.
Potential Book Titles
"Inclusive Management: Unlocking Individual Potential in Teams"
"The Art of Listening: Building Psychological Safety in the Workplace"
"Leading with Empathy: Transforming Workplace Culture from the Inside Out"
Summary for Each Chapter
Each chapter summary will capture the essence of the discussions, providing a clear and concise overview of the main points, incorporating direct quotes and real-life examples where relevant.
Note: The outline will be refined to ensure coherence and fluidity. Interactive elements such as reflection questions and management exercises may be distributed throughout the chapters to engage the reader and promote practical application of the concepts discussed. Visual aids and supplementary research will be added to enhance readers' understanding and provide additional context.
🔖 Titles
Unleashing Individuality: Embracing the Unique in Management with Helen Joy
Helen Joy Reveals the Power of Psychological Safety in the Workplace
Beyond One-Size-Fits-All: Diverse Management Strategies Explored with Helen Joy
Elevating Voices: Creating Engaged Teams Through Empathy with Guest Helen Joy
Managers' Dilemma: Tailoring Leadership for Team Success with Helen Joy
A Deep Dive into Effective Conflict Resolution in Teams with Helen Joy
The Art of Listening: Enhancing Managerial Communication with Helen Joy
Steering Through Stress: Emotional Intelligence in Leadership with Helen Joy
The Human Element: Redefining Corporate Inclusion and Kindness with Helen Joy
Transforming Middle Management: Insights and Strategies with Expert Helen Joy
A Subtitle - A Single Sentence describing this episode
Helen Joy unravels the complexities of middle management, spotlighting the significance of emotional intelligence, empathetic leadership, and nurturing a culture of active listening and genuine curiosity to encourage a thriving team environment.
🔖 Titles
Unveiling True Potential: Leading with Empathy in Management
Harnessing Uniqueness: A New Approach to Inclusive Leadership
Beyond Equality: Fostering Psychological Safety in the Workplace
The Art of Listening: Transforming Management Through Understanding
Empathy and Emotion: The Underrated Tools in Technical Leadership
Mindful Management: Building Trust and Nurturing Talent
Voices Unleashed: The Power of Inclusion in Decision-Making
From Accidental to Intentional: Cultivating Effective Managers
The Human Touch: Bringing Compassion into Professional Leadership
Beyond the Hierarchy: Reimagining Communication for Inclusive Management
Maxims to live by…
Certainly! Here are some maxims inspired by the discussion between Helen Joy and Joanne Lockwood on the "Inclusion Bites Podcast" episode titled "Voices Unleashed":
Embrace Individual Uniqueness: Treat each person according to their distinct strengths and circumstances instead of applying a one-size-fits-all approach.
Foster Psychological Safety: Create an environment where every team member feels secure, respected, and valued, where there is no fear of negative consequences when expressing oneself or making mistakes.
Lead with Curiosity and Compassion: When managing conflicts or challenges, approach with genuine curiosity and compassion to understand perspectives and deescalate emotions effectively.
Cultivate Deep Listening: Resist the urge to offer solutions right away; instead, allow others to fully express themselves and ensure they feel heard.
Practice Self-awareness and Humility: Regularly seek and openly receive feedback, and use it to grow and adapt your behavior.
Prioritize Emotional Intelligence: Recognize and manage your emotional responses, especially under stress and pressure, to maintain effective communication and decision-making.
Empower Through Trust: Allow team members space and autonomy to solve problems, which builds confidence and promotes a culture of trust and responsibility.
Communicate Clearly and Openly: Use clear, transparent communication to ensure understanding and alignment, reducing the chances of conflict and confusion.
Invest in People Development: Develop leadership and management skills consciously, especially for those in middle management, to enhance team performance and workplace satisfaction.
Value Empathy in Leadership: Understand and share the feelings of another to forge stronger connections and more humane decision-making processes, whether in general management or technical roles.
Balance Leadership Styles: Be aware of personal management preferences and understand how different styles impact team dynamics and individual performance.
Seek to Understand Before Being Understood: Encourage open discussions and ensure the root causes of issues are addressed, rather than just symptoms.
Promote Long-term Solutions over Quick Fixes: Focus on systemic changes that address core issues, which may require thoughtful analysis and a preventative approach.
Cherish Day-to-Day Interactions: Recognize the importance of everyday kindness and cooperation, which often contrasts with the polarized portrayals seen in media.
Stay Adaptable in Communication: Adapt to changing technologies and environments, like remote management, ensuring that your leadership style remains effective across different settings.
These maxims reflect the critical insights on managing human behavior, maintaining inclusivity, and building a positive organizational culture discussed by Helen Joy and Joanne Lockwood.
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