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When you have middle managers who aren’t adept at resolving conflict, it can result in higher staff turnover and an inability to retain your best new hires. You, as a senior manager, have to teach those middle managers how to start resolving conflict in your office. Luckily, this doesn’t have to be as difficult as it … Continue reading Teaching Your Leaders to Give Proper Feedback →

When you have middle managers who aren’t adept at resolving conflict, it can result in higher staff turnover and an inability to retain your best new hires. You, as a senior manager, have to teach those middle managers how to start resolving conflict in your office. Luckily, this doesn’t have to be as difficult as it … Continue reading Teaching Your Leaders to Show Empathy →

When you have middle managers who aren’t adept at resolving conflict, it can result in higher staff turnover and an inability to retain your best new hires. You, as a senior manager, have to teach those middle managers how to start resolving conflict in your office. Luckily, this doesn’t have to be as difficult as it … Continue reading Teaching Your Leaders to Resolve Conflict →

So your organisation works just fine. Your technical managers are gifted in what they do. Why would you want them to be more people centric? Or maybe YOU see the importance of people skills, but your employees don’t see the value. After all, they’ve been pushed to focus only on their expertise from an early … Continue reading Technical Guru to People Leader. How? →

In this week’s post I will share with you a case study of a typical persona we come across at The Engaging Executive. Someone with a brain the size of a planet, yet someone who suffered from analysis paralysis. Matthew was a very bright man. His challenge was he was not always able to articulate … Continue reading Case study: From Timid to Assertive →

At The Engaging Executive, we help HRDs, CEOs and COOs to develop their technical gurus into leaders of people. Last week I described the ENGAGE model. This week I will discuss who would benefit from learning it. The answer is simple…anyone with a ‘left brain’ bias. Often, but not always, those who are gifted with … Continue reading Who would benefit from learning the ENGAGE Model? →

Creating a people centric culture within your organisation is no easy task, particularly when you’re dealing with technical professionals. I’ve found that highly technical people often respond best to enhancing soft skills in a very methodical, systematic way. That’s where the ENGAGE model comes in.

As an Engaging Executive, you need to be alert to the underlying assumptions people make. You can start by learning how to identify imprecise communication which can be categorised as Distortions, Generalisations and Deletions.

When you’re dealing with someone who speaks in abstract or vague language, it can be difficult to actually get things done. They’re never giving you the information you need.

When you ‘chunk up’ a conversation, you have one primary goal in mind — removing resistance and creating agreement. You do this by making the discussion more abstract which makes it easier for people to agree with.