Have you been in a meeting where arguments are being repeated with increasing vehemence?
Have you seen it escalate into personal attack or defence?
When people know that they have been heard. It can have the most remarkable calming effect
Sarah Barber talks about the impact that summarising can have and explains how to do it […]
Setting a vision to give direction?
Helpful to have a list of what makes a “great vision”?
How many of the 10 boxes does your vision tick?
Here, red10‘s Will Sudworth gathers research-based expertise into ten criteria you can either ‘tick’ as covered, or use to help you further refine your organisational vision.
Do you lose time finding mutually good occasions to meet?
Finding that you have more meetings to schedule now that you are virtual?
Have you tried the Calendly app?
Here, red10‘s Karen Hyde explains how Calendly can save you time.
Kit Basics
If you find […]
The leader ambitiously wanted a “greener” business and it wasn’t clear how to get there.
Creative ideas were essential.
A cross-functional team would be needed.
red10 ‘s Sarah Barber and Tammy Watchorn share how they helped the team work it all out, […]
They’d had more success than they expected.
So understandably, the team had lots of loose ends to sort that they referred to as the ‘elephants in the room’.
Here, red10 ‘s Will Sudworth shares a process helping teams to find and release Elephants back […]
They were a new team, with a leader new to the organization. They desperately needed to agree on the priorities for their organization. red10 ‘s Gavin Simpson shares a way of rapidly aligning on strategic priorities for a team.
Do you find that sometimes you are heard, and other times you aren’t?
Timing is key. When it’s sunny, who wants to buy an umbrella?
Here, red10 ‘s Hazel Howard shared Cialdini’s “Pre-suasion” research on how to increase your chances of being listened to fairly – with […]
The project team were celebrating their success and wanted the learning too. The standard “Worked Well / Better If” was okay, yet the real insights came when they asked the question: “What was supposed to happen?”
Are you aware of the equation of organizational survival? “For an organisation to survive, its rate of learning must be at least equal to the rate of change in its external environment”.
How often do we ask someone – very clearly – to perform a task for us and they don’t do it as we wanted? It may be the result we are disappointed with or the method they undertook.