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Leadership Capability and the Peter Principle

CoachStation  |  Leadership Thinking

The Peter Principle Is Not Theory. It Is Your Organisation.

Why promoting capable people without preparing them is the most overlooked leadership risk in business today, and what a systemic solution actually looks like.

The Peter Principle, And Why It Still Matters

In 1969, Canadian educator Laurence J. Peter and playwright Raymond Hull published what would become one of the most quoted, least applied observations in organisational life. The book was written as satire. A deliberate, sardonic skewering of corporate hierarchy that arrived on shelves before Dilbert, before The Office, before any of the cultural shorthand we now use to describe workplace dysfunction.

A note on origins. Peter and Hull never intended the book as a management manifesto. It was satire, complete with invented examples, mock-academic language, and a dry wit designed to expose the absurdity of how organisations actually operate. What they did not anticipate was how accurately the joke reflected reality. The book became an immediate bestseller. The term entered the language. And the research that followed over the next five decades consistently found that the punchline was, in fact, true.

The principle itself is simple:

"In a hierarchy, every employee tends to rise to their level of incompetence."

Peter's argument was not a critique of individuals. It was a critique of systems. Organisations, he observed, routinely reward people for what they have done rather than evaluating whether they are capable of what they are being asked to do next. The result is predictable: high performers accumulate promotions until they land in roles where their previous strengths no longer serve them.

More than five decades after a satirist put words to the pattern, it plays out every week in organisations across every sector and size. The high-performing individual who transitions into leadership and visibly struggles. The reliable operator who becomes avoidant and reactive under the weight of people responsibility. The capable contributor who never quite finds their footing as a manager.

This is not bad luck, and it is not a character flaw. It is a predictable outcome of how most organisations still think about promotion and leadership readiness.

What the Research Has Since Confirmed

A 2019 study published in the Quarterly Journal of Economics examined data from 214 companies and over 1,500 sales managers. The findings were direct: organisations consistently promoted their best salespeople into management roles, and those same individuals consistently underperformed as managers. The better someone was at their individual role, the more likely they were to be promoted, and the less likely they were to succeed in the role that followed.

The mechanism is straightforward. Technical excellence in a functional role does not transfer automatically to the relational, strategic, and accountability-oriented demands of leading people. Yet the promotion decision is almost always made on the basis of functional performance.

The Peter Principle is not a theory about individuals failing. It is a theory about systems that guarantee certain individuals will be set up to fail.

The more important question is not whether this is happening in your organisation. The more important question is what you are doing about it.

Promotion Without Preparation Is Not a Gap. It Is a Decision.

Most organisations have a de facto promotion framework, even if they would not describe it that way. The criteria are familiar: technical skill, results delivered, time in role, and in some cases, seniority. These are observable, defensible, and easy to justify in a performance conversation.

The problem is not that these criteria are wrong. The problem is that they are incomplete.

What most promotions are based on

Technical skill and functional expertise

Individual results and output

Tenure and institutional knowledge

Visibility and perceived potential

What leadership actually requires

Communication across functions and levels

Accountability and follow-through with others

Emotional intelligence under pressure

Decision-making with incomplete information

These are different skills entirely. More than that, they require a fundamentally different orientation. Individual contribution is largely about your own performance. Leadership is about creating conditions for others to perform. The shift from one to the other is not incremental. For many people, it requires a significant recalibration of identity, behaviour, and how they measure their own success.

What This Looks Like in Practice

The best salesperson becomes a poor sales manager, not because they stop caring, but because they have no framework for coaching the behaviours they themselves execute intuitively. The strongest operator becomes avoidant under the weight of people complexity, defaulting to doing rather than leading. The reliable team member, elevated into a supervisory role, becomes overwhelmed and reactive, struggling to hold others to standards they have always met without thinking.

In none of these cases is the person incapable. In most cases, they were simply never prepared for the role they were given. The organisation assumed that competence was transferable. It rarely is without deliberate support.

The intent to develop people and the actions that actually develop them are not the same thing. Most organisations know this. Far fewer close the gap.

CoachStation White Paper

Leadership Development: Intent vs Action

This white paper explores the gap between what organisations say they invest in and what leaders actually experience. If you are responsible for leadership capability, it is worth reading before your next investment decision.

Download Our White Paper →

The Hidden Cost: Quiet Leadership Failure Is Still Failure

When people picture leadership failure, they tend to picture something dramatic. A manager who loses their team's confidence overnight. A leader whose decisions create a visible crisis. A restructure that follows a sustained period of poor outcomes.

The Peter Principle rarely produces these moments. What it produces instead is something quieter, more expensive, and far harder to attribute.

What Quiet Leadership Failure Actually Looks Like

—Performance conversations that are delayed, diluted, or never happen at all
—Decisions deferred to avoid conflict rather than made to drive progress
—Standards that vary across teams and managers, with no consistent accountability
—Talented people leaving without anyone being entirely sure why
—A culture that tolerates underperformance because confronting it feels harder than absorbing it

None of these show up as a single incident. They accumulate. Over time, they compound into culture drift, reduced engagement, and business outcomes that consistently fall short of what the strategy intended. The gap between what the organisation says it values and how it actually operates widens, often without anyone explicitly making it happen.

This is the real cost of the Peter Principle. Not dramatic failure, but sustained mediocrity that becomes the norm.

The Framing Problem

Most organisations frame leadership capability as a development priority. That framing is not wrong, but it is insufficient. When something is positioned as development, it occupies a different category in organisational thinking than when it is positioned as risk management.

Leadership capability is not a development investment. It is risk mitigation. Organisations that have not built it are not behind on growth. They are exposed.

When decision quality declines because leaders lack the confidence or framework to make calls, that is a commercial problem. When accountability weakens because managers avoid difficult conversations, that is a performance problem. When engagement falls because people do not feel led well, that is a retention problem. None of these begin with a leadership development budget line. They begin with a gap in capability that was never addressed at the point of transition.

The organisations that take leadership capability seriously do not do so because they are committed to people development as a philosophy. They do so because they have worked out that the alternative is expensive.

Falling Into Leadership: When Theory Becomes Someone's Reality

There is a moment most leaders remember, even if they do not talk about it openly. The moment they realised the role they had been given was not the role they had been prepared for. The moment the expectations landed, and the gap between what was required and what they felt equipped to do became impossible to ignore.

Falling Into Leadership book by Steve and Kath Riddle

Falling Into Leadership captures that moment. Not as a theoretical construct. As a lived experience.

Sally, the protagonist, does not set out to become a leader. She is good at her work, reliable, capable, and trusted. Those qualities create the conditions for her promotion, without creating the conditions for her success in the role that follows. Her journey through the disorientation, pressure, and gradual recalibration of leading people for the first time is not an unusual story. It is one of the most common stories in organisational life, told across industries and levels every day.

Sally's story is a lived example of the Peter Principle playing out in real time. It gives readers something most leadership theory does not: recognition.

Recognition is not a soft outcome. For someone navigating the early stages of leadership without a framework, recognising that what they are experiencing is normal, predictable, and navigable is the starting point for change. The book provides that recognition, the language to name what is happening, and a grounded orientation toward what effective leadership actually requires.

Why Narrative Matters in Leadership Work

Diagnostic tools and frameworks are valuable. But most people do not begin engaging with their leadership gaps through a competency model. They begin when something resonates. When they read or hear something that reflects their experience back to them with enough accuracy that they are willing to look at it more closely.

That is what story does. And that is why Falling Into Leadership sits at the front of the CoachStation approach, not as a nice addition, but as a deliberate entry point for leaders who are ready to close the gap between where they are and where their role requires them to be.

Explore Falling Into Leadership →

The Solution: Leadership Infrastructure, Not a Development Program

Most organisations that take leadership seriously have some version of the same response: a program. A workshop series. A learning platform. An off-site. These are not without value, but they share a common limitation. They are events. The Peter Principle is not an event problem. It is a systems problem, and systems problems require systemic responses.

The CoachStation Ecosystem is built around this premise. It does not position leadership support as a discrete program that a leader completes. It positions it as connected infrastructure that operates across the moments that matter, from the point of transition through to sustained behavioural change in role.

What is the CoachStation Ecosystem? It is our full range of products, tools, and services, designed to encompass every stage and seniority of the leadership life cycle. From the moment someone steps into their first leadership role through to experienced executives navigating complex organisational challenges, the Ecosystem provides the right support at the right time. It is not a single program. It is a coordinated response to leadership as an ongoing discipline, not a one-time event.

A Closed-Loop Response to a Systemic Problem

The Challenge CoachStation Response
Promotion without awareness or readiness Falling Into Leadership creates recognition and shared language before problems embed
No structured leadership capability framework The CoachStation Leadership Development Program builds skills and practice over time
Knowing what to do but not following through One-to-one coaching embeds behavioural change in real leadership situations
No support between formal development moments CoachBot supports ongoing reflection and thinking between sessions
No accountability structure reinforcing progress Coach-supported, trusted relationships build the accountability structures leaders need to sustain change and hold their own standard

Each element addresses a different point in the failure cycle the Peter Principle describes. Together, they form something most leadership investment does not: a connected response that does not leave leaders to close the gaps themselves.

This is not a program. It is leadership infrastructure designed to prevent failure rather than react to it once the cost is already being paid.

The Commercial Argument

For senior leaders and boards considering this, the question is not whether leadership capability matters. It clearly does. The question is whether addressing it proactively is more or less expensive than absorbing the cost of underprepared leaders over time.

The research on this is consistent. The cost of replacing a mid-level leader, accounting for recruitment, onboarding, productivity loss, and team impact, routinely sits between 50 and 200 percent of that person's annual salary. That figure does not include the accumulated cost of the decisions not made well, the performance conversations not held, and the engagement that quietly deteriorated while the problem remained unaddressed.

Prevention is not a softer option than response. It is the more commercially rational one.

See how the CoachStation Ecosystem fits together →

Stop Talking About Development. Start Talking About Risk.

Your biggest leadership risk is not poor hiring. It is promoting capable people without preparing them for what comes next. The Peter Principle is not inevitable. It is the predictable result of how you promote, what you prioritise, and what you invest in.

Explore How CoachStation Can Help
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How Is Coaching Success Defined and Measured?

How I Know When Coaching Has Actually Worked


My internal coaching scale is not about judgement or overthinking.

It is calibrated pattern recognition built through long exposure, real feedback, and one question that matters: how much has my coachee/client grown and developed?

Coaching conversation reflecting leadership development and insight

I have tracked coaching impact and benefit with my clients and coachees for over fifteen years. I do not use a formal scoring system or a checklist. I use a simple internal reference point. A quick numeric note that helps me answer one question honestly: did anything genuinely move here?

After every one or two sessions, I note where a client seems to be sitting on a scale most people never even talk about out loud. Over time, this becomes a living record of their development, not just a log of meetings.

The scale is not about whether someone “liked” the session. It is not a satisfaction score, a vibe check, or a measure of how smooth the conversation felt. It is a practical way of capturing something I care deeply about: real developmental movement. Not just insight, not just agreement, not just a good chat. Progress.

And here is the part that matters. What I am describing is not over-precision. It is calibrated pattern recognition built through long exposure and feedback. The numbers are not the insight. They are the shorthand I use to track what I am observing over time. These 'scores' are rarely, if ever, shared with anyone, but they help me to assess progress, prepare for each coaching session, and hold myself to account.

Most managers don’t set out to fail – but many do

No one starts their role as a new manager saying, “I’m going to be terrible at this.” Yet that is often what ends up happening. Many people effectively “fall into leadership”. They are promoted because they were good at their technical job, or because there was a gap to fill, not because they have been deliberately prepared for leadership.

Large surveys consistently show that a high proportion of managers receive little to no formal leadership training, becoming accidental managers overnight. At the same time, only a minority of people naturally possess the full set of talents required to manage others at a high level. The rest require structured development, deliberate practice, and ongoing support if they are going to lead effectively, rather than simply occupy a role.

In other words, managers are hugely consequential, most are under-prepared, and only a small proportion will reach their potential without intentional investment. When organisations treat leadership development and coaching as optional or 'soft,' they still pay for it in different ways. They pay through higher turnover, lower engagement, inconsistency in performance, and a steady erosion of culture and trust.

Why leadership coaching is a high-ROI investment

When organisations take the time to calculate the return on investment of coaching, the numbers are rarely marginal. Multiple studies and meta-analyses over the past two decades have reported median returns of five to seven times the original investment in executive coaching, once gains in productivity, decision-making quality, and retention are taken into account. Some large-scale programs have reported ROI in the hundreds of percent when they track outcomes carefully over time.

Importantly, those results are not just about feel good factors. They show up in tangible metrics that matter to executives and boards. Lower turnover in key roles, improved performance of critical teams, reduced time to effectiveness for new leaders, better internal mobility, fewer escalations, and more effective succession. In many organisations, leaders who receive coaching are more likely to be promoted and more likely to be retained. I have seen these benefits first-hand, for both the leader and organisation, plus their teams, and lives outside of the workplace.

Coaching also changes the texture of daily leadership. Leaders who have been coached well tend to run better 1:1's, give clearer feedback, build accountability more fairly, and create more psychologically safe environments for their teams. Those patterns drive engagement, innovation, and performance in ways that compounding policies alone cannot match.

Coaching as strategic advantage, not just remediation

This is why leadership coaching has shifted, globally, from being a remedial fix for struggling executives to a strategic capability-builder. More and more, coaching is being offered proactively to high-potential leaders, new managers, and critical stakeholders, as part of their development pathway and planning, not as a 'last resort' or when remedial coaching becomes necessary.

Organisations with stronger leadership development and coaching cultures consistently outperform their peers on key indicators. They are more likely to report higher revenue per employee, stronger profitability, and better engagement and retention outcomes. The reason is simple. Leadership quality scales the impact of every other investment you make across strategy, technology, process, and structure.

In Falling Into Leadership, I explore this distinction between accidental leadership and deliberate leadership. Coaching, applied effectively, is one of the most practical ways to move someone from simply 'falling into' a role to consciously owning, shaping, and growing their leadership practice over time.

How my internal scale links to real-world impact

My personal scale is a way of making that shift visible. Each small increment reflects a change in how a leader is thinking, deciding, and behaving. The difference between someone who has landed in a role and someone who is actively stepping into leadership.

At one level, I pay attention to the immediate experience of the work: perceived value, relevance, psychological safety, and the quality of the relationship. In formal programs, this can show up as satisfaction scores, likelihood to recommend coaching, completion rates, and engagement metrics. These do not prove behaviour change, but they tell us whether the experience is strong enough to create the conditions for change.

At the next level, I look at what the leader is actually building: capability, confidence, and new options. That can be captured through pre‑ and post‑leadership competency assessments, shifts in 360‑degree feedback, and the rate at which coaching goals are achieved. This is where we start to see the difference between someone who has simply been exposed to new ideas and someone who is genuinely developing their leadership.

Then there is behaviour: what the leader does differently in the real world. Here, I look for evidence in observable leadership behaviour, manager‑effectiveness ratings from their teams, better performance and feedback conversations, and self‑reported increases in confidence when dealing with complex or uncomfortable situations. My small numeric shifts are a shorthand for these patterns, helping me track whether the person is still largely 'falling into' situations or deliberately choosing how they want to lead.

Finally, there is the organisational impact. Depending on the context, that might include internal promotion rates, strength of succession pipelines, retention and engagement in key teams, fewer escalations, or improvements in revenue, productivity, customer experience, or safety metrics. My internal scale does not replace those measures. It connects them back to what is happening with actual human beings in leadership roles. It helps us see the line between conversation, behaviour, and result.

When these layers are aligned, you no longer have to guess whether coaching is working. You can track how a shift in how a leader thinks and behaves is influencing the people around them and, ultimately, the outcomes the organisation cares about.

The increments are experience-based pattern recognition, not mathematical

A common assumption is that a 0.5 shift, or even a 0.2 shift, must be made up. As if it is just rounding, or personal preference, or some obsessive attempt to quantify something that cannot be quantified.

That assumption misses the point. The increments are grounded in what I see and hear, not mathematical. They reflect lived, observable changes in the person in front of me. I am tracking qualitative signals, then mapping them onto a numeric shorthand so I can see movement over time without writing a full essay after every session.

Subtle shifts in behaviour and subsequent score movement are often visible in things like:

  • How quickly a client locates the real issue, without circling it for twenty minutes
  • How much responsibility they take, without needing me to coax them into ownership
  • How their language, posture, and certainty shift while we are still talking
  • How intently insight converts into behaviour, not intention

This is why I can define a 0.5 shift. Not because I am chasing precision or making judgements for their own sake, but because when you watch enough leaders over enough years, you start to recognise stable patterns. You learn the difference between 'that makes sense' and 'something has genuinely changed.'

This is how real expertise works

People sometimes think experts have a neat model first, and then apply it. In reality, many experts build the model from repeated exposure and micro-comparisons, then develop language afterwards.

You see this with senior clinicians, experienced professionals, and elite coaches. They often know something is different before they can explain why, because the pattern‑recognition model lives below conscious thought. It is reinforced by outcomes, not theory. It is built through feedback, consequences, repetition, and time.

Leadership development is no different. Over time, you can feel the difference between cognitive agreement and internal ownership. Between reflection and self‑directed action. Between a leader who is saying the “right” things, and a leader who is already changing how they lead.

What a 7/10 actually is

It is solid, effective work that looks and feels like:

  • Engaged, attentive, respectful
  • Clearly finding value
  • Tracking the thinking
  • Leaving with useful insight
  • Translating the discussions into their own world
  • Reflecting, applying, practicing and learning from doing

In other words, it is a solid session. Nothing missing, nothing wrong. Most coaches, facilitators and practitioners would happily call it a strong result, and they would be right.

What an >7/10 actually is

This is qualitatively different, not incrementally better, looking and feeling like:

  • The client is fully in the zone, not just present
  • You can feel internal re‑orientation happening live
  • They are slightly slowed or unsettled, in a productive way
  • Their language starts to shift mid‑session
  • They are already projecting forward, not just reflecting back
  • After the session, you see behavioural signals, not just cognitive agreement

The most important marker is this: the follow‑through begins before you ask for it.

That is the difference between "that was really useful" and "something important has moved here."

I often use a tennis analogy when I am explaining this to leaders. To play at a higher level, you have to practice. You have to pick up the racket and get on the court, again and again. Instinctively, people understand this when it comes to sport or learning a technical skill. No one expects to play good tennis without repetition, coaching, feedback, and time. Yet when it comes to leadership, many people quietly believe there must be shortcuts. That experience alone, or a title, or good intentions should be enough.

It does not work that way. Leadership is more complex than tennis because you are working with people, not a racket and balls. The gap is the same though. It is the difference between simply lobbing the ball over the net and hitting a clean, powerful forehand down the line. Just because you are in a role of authority, managing others, or playing tennis alongside other managers in your organisation, does not mean you are playing at the same level. We are all on the court. The difference is not whether we are playing, it is how well we are playing.

Why some sessions sit at 7, even when the work is excellent

Sometimes a session cannot reach an 8.5 moment in the room, even with high quality coaching, because the issue is structurally complex. It sits at the intersection of authority, identity, ownership, family systems, or long‑term stakes. The person is still emotionally inside the system.

In those conditions, integration often happens between sessions, not during them. A great session might be the one that creates the space for reflection to land later. The scale helps me pace that properly, not push too hard, and not pretend a breakthrough has happened just because the conversation was productive.

From individual shifts to coaching culture

Over time, the real ROI appears not just in individual leaders but in the culture they create. When managers consistently act like coaches, asking better questions, building ownership, and expecting people to think for themselves, organisations tend to see higher retention, stronger engagement, and more innovation. These outcomes are a result of problem‑solving no longer bottlenecked at the top.

My internal scale is a small, practical tool that helps move organisations in that direction. It ensures that we are not just 'doing coaching,' but building leadership capacity in ways that can be seen, felt, and measured, so leaders don’t simply fall into leadership, they grow into it.

The point of naming this

I have rarely articulated this publicly because most people do not need the granularity. Without context, it can sound abstract. With context, it becomes useful. It helps explain the difference between good work and work that lands. It also gives leaders a more honest way of assessing their own progress.

I am not using numbers to impress people. I am using numbers to tell the truth, to myself first. The truth about what moved. The truth about what did not. The truth about what I need to do differently next time.

We are all playing the game of leadership. Titles may get you onto the court, but they say nothing about the standard of your play. That is shaped by practice, attention, and follow‑through over time. The real difference between a useful session and genuine development is the same difference between simply keeping the ball in play and knowing how to hit the shot that matters when the pressure is on.

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Key takeaways

A useful session is not the same as real development. Progress only counts when something changes in how a leader thinks, decides, or behaves after the conversation ends.

Insight is a starting point, not the outcome. What matters is how quickly insight translates into action, experimentation, and visible follow‑through in the real world.

Meaningful development often shows up in small shifts, not dramatic breakthroughs. When you know what to observe, incremental changes in language, ownership, and confidence signal genuine movement.

Detail only matters when it improves the quality of the work. It should help you pace conversations properly, prepare more deliberately, and hold yourself and others to account for what happens next.

Leadership capability is built through regular use. It develops when leaders return to the work consistently, practice deliberately under real conditions, and reflect honestly on what worked and what did not.


Real growth and development occur when leadership is approached as a skill to be owned, reviewed, and strengthened through regular practice, not something you simply fall into.


Practical actions you can use immediately

  1. After your next leadership or coaching conversation, pause and ask: what actually shifted here, not what was discussed or agreed?
  2. Identify one observable behaviour you expect to see within the next week, something that would clearly indicate progress, rather than intention.
  3. Listen closely to your own language. Notice when you are speaking from ownership and choice, versus explanation, justification, or analysis.
  4. Treat the next step as deliberate practice, try something in the real world, see what happens, and reflect on the outcome before adjusting your approach.

References and sources

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Stop Rescuing, Start Leading: Managing the Victim Mindset

Every leader eventually meets a team member who plays the victim. Nothing is ever their fault, every hurdle comes from someone else, and solutions always feel just out of reach. These patterns drain energy, slow progress, and can infect an entire team if left unaddressed. The truth is, no amount of empathy or 'fixing' will create change until accountability enters the conversation.

At CoachStation, we often see leaders fall into the trap of rescuing, where they stepp in to solve, soften, or shield. It feels supportive, but it keeps the person stuck. Leadership is not about carrying others; it’s about enabling them to carry themselves. The most effective leaders draw a line between support and rescue, using clarity and boundaries to move their team members from helplessness to ownership. That is where growth, and leadership, really begins.

Leadership is about enabling others to carry themselves, not carrying them.

It is understandable to a degree why a leader does this. It comes from a position of care and wanting to help. However, it is not effective leadership and rarely leads to a change in acknowledgment of the problem and behaviour. Managing a victim mindset takes courage, structure, and emotional intelligence. It requires you to hold the mirror up without becoming the villain. You can learn how to stop rescuing and start leading.

1. Spot the Pattern Early

Victim behaviour follows a script: avoidance, blame, deflection, and helplessness. Recognising it early prevents small issues from becoming entrenched habits. Look beyond words to tone and intent. A victim often positions themselves as powerless, waiting for rescue.

  • They externalise blame or justify underperformance.
  • They resist feedback by framing it as unfair or personal.
  • They draw energy from crisis or sympathy.

Recognise the pattern and address it privately, focusing on behaviour not character. See it as something learned that can be relearned through awareness and accountability.

2. Name and Frame What You See

Victim dynamics thrive in avoidance. Bringing behaviour into the light changes the rules of engagement. Use calm, factual language that separates emotion from observation.

"I have noticed that when challenges arise, the focus often shifts to what others did wrong rather than what you can control. Let’s explore what sits within your influence.”

Framing it this way shifts the conversation from accusation to possibility. You are not blaming, you are reframing responsibility as choice. This subtle distinction is where accountability begins to be understood, accepted and possible ownership shifts.

3. Shift from Emotion to Agency

Emotion drives the victim mindset, but agency rewires it. The goal is to move from helplessness to problem-solving; to replace 'I can’t' with 'I can choose.' Ask questions that pull the focus to what is within reach.

  • 'What’s one thing you can influence here?'
  • 'What would it look like if this went well?'
  • 'What support do you need, and what can you do yourself?'

These questions teach accountability through reflection. Over time, they help the person see that their choices, not their circumstances, drive their results.

4. Stop the Rescue Loop

When leaders over-function, employees under-function. Every time you rescue, you reinforce dependency. Replace rescuing with responsibility. Let them carry their own challenges while you guide the process, not the outcome.

'That sounds tough. What’s your next step?'
'I trust you to work this through. What will you try first?'

Support does not mean shielding someone from consequence. True coaching builds capability, not comfort. When you hold back from rescuing, you create space for growth, resilience, and learning.

5. Apply Structure with REOWM

Unstructured conversations with victims drift into emotion and circular logic. The REOWM Accountability Model anchors every discussion in clarity and progression, guiding the conversation from relationships through to measurable outcomes.

ElementHow to Apply It
Relationships Show empathy without enabling. Respect their perspective, but stay objective.
Expectations Clarify what is required and by when. Vague expectations feed avoidance. Ask what they understand is being committed to.
Observations Ask for self-feedback first. Base your feedback on facts, not feelings. 'You missed two deadlines this month' is clear and defensible.
Why / Impact Explain the consequence of their behaviour — on trust, workload, and team culture. Why are we discussing this? Do not assume what you think is what they know.
Measurement Agree on what progress looks like. Review it consistently, even when uncomfortable.

Accountability is not punitive, it is developmental. The REOWM structure keeps both parties honest and aligned, even when the conversation gets difficult. The key benefit is that conversations that are accountable are easier because the commitment and agreement was made previously. Your role as a leader is to simply ask how they went against the task, goal etc. that they had previously committed to.

6. Hold the Line Consistently

Victim behaviour often tests consistency. The moment you waver, they will reset the narrative and regain control through confusion. Hold your line firmly, without aggression. Do not let the other person avoid through playing in the noise. Continue to pull them back to the point, quite commonly based on behaviours. Predictable leadership dismantles emotional manipulation faster than confrontation ever will.

'We discussed this and agreed the next step. I look forward to seeing that by Friday.'

When you stay calm and consistent, you communicate strength and safety, the very environment people need to shift from fear to ownership.

Conclusion

Leading someone out of a victim mindset takes patience and precision. It is not about winning an argument. It's about changing the story they tell themselves. The measure of leadership is not how much you fix, but how much you enable others to fix for themselves.

When you stop rescuing and start leading, accountability becomes a shared value, not a forced expectation. The result is a stronger culture, healthier relationships, and people who choose to step up rather than step back.

To continue your leadership journey, read Escape the Drama Triangle: Change the Script.

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Finding Your Ikigai Or Purpose In life

Discovering Ikigai: The Art of Finding Joy and Purpose in Every Day

In the picturesque landscapes of Okinawa, Japan, a profound philosophy known as Ikigai has its roots. Ikigai, translating to “a reason for being,” is a concept that encapsulates the essence of living a fulfilled and balanced life.

It’s the secret behind the joy and longevity of the Okinawans, offering a blueprint for anyone seeking purpose, happiness, and a sense of accomplishment in their daily lives.

The Essence of Ikigai

At its core, Ikigai is about finding the sweet spot where your passions, skills, societal needs, and economic opportunities converge. It encourages a holistic approach to life, blending the personal with the professional and the spiritual with the practical. The concept revolves around four pivotal questions: What do you love? What does the world need? What are you good at? And, what can you be paid for? The intersection of these aspects reveals your Ikigai, guiding you towards a life of satisfaction and meaning.

Journeying Towards Your Ikigai

Finding your Ikigai isn’t an overnight affair; it’s a journey of self-exploration and experimentation. It starts with introspection—taking a deep dive into your interests, skills, and desires. It’s about asking yourself what brings you joy, what talents you possess, how you can contribute to the world, and how you can sustainably support yourself through your passions.

Exploring different avenues, embracing new experiences, and being open to change are crucial steps in discovering your Ikigai. It’s equally important to practice mindfulness and gratitude, cherishing the process as much as the outcomes. Building connections and engaging with your community can also provide invaluable insights and encouragement along the way.

Living with Ikigai

Understanding your Ikigai is one thing; integrating it into your daily life is another. It entails making deliberate choices that align with your purpose and values, possibly leading to changes in career, hobbies, or lifestyle. Setting clear, actionable goals and seeking a balance in all aspects of life are vital strategies for living in accordance with your Ikigai. Moreover, embracing continuous learning and seeking ways to give back to the community can enhance your journey and deepen your sense of fulfillment.

The Path Forward

Ikigai is more than just finding what makes you happy or what you’re good at; it’s about achieving a harmonious balance that nurtures your well-being while contributing to the world. It’s a dynamic, ongoing process of growth and discovery. By pursuing your Ikigai, you embark on a rewarding path that not only enriches your own life but also positively impacts those around you.

In essence, Ikigai offers a transformative approach to living, blending joy, purpose, and balance into every day. It’s a philosophy that encourages us to live intentionally, with a clear sense of direction and a heart full of gratitude. Whether you’re searching for meaning, seeking to change your life’s course, or simply wishing to deepen your understanding of yourself, Ikigai provides a timeless framework for a life well-lived.

Read more and explore the concept of Ikigai further:

Ikigai – The Japanese Secret to a Long and Happy Life

 

 

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Conversations With Leaders: Wes Davis

Different industries require subtle differences in style and how leaders impact their teams and results. As part of our occasional series chatting with industry leaders, we recently spoke with engineer and senior leader, Wes Davis. His story is an interesting one, with Wes focusing much of his time and development on the topic of leadership within engineering, rather than simply learning and applying the technical aspects.

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Overcoming Imposter Syndrome and Self-Doubt

Do you fear that you will eventually be discovered as a fraud and you might get found out at any minute? Then you are experiencing something often referred to as imposter syndrome which stems from a sense of inadequacy, despite objectively being competent. You may never fully overcome these feelings, however, there are opportunities to better balance your thinking and self-perception.

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What To Focus On When Starting a New Job: Role Integration

Starting a new job can be an exciting and nerve-wracking experience.

You want to make a good impression and set yourself up for success in your new role.

 

There are many unknowns and even fears leading up to your first day. Your success and satisfaction depends on numerous factors, many of which you can influence and control.

Does onboarding and early support really matter?

 

Let’s delve into a few key points proving that it does and find out what you can do to minimise the risks and maximise the opportunities.

 

 

Photo Source: Clay Banks, Unsplash

It is critical to understand the importance of an effective onboarding and induction process. This is often misunderstood and poorly implemented, with significant risks for employee retention, engagement and business success as a result.

Let’s firstly look at the environment and culture you are about to step into, including the induction process. According to a study by the Society for Human Resource Management (SHRM), effective onboarding can increase employee retention by 25% and improve productivity by up to 50%.  The study also states that Research and conventional wisdom both suggest that employees get about 90 days to prove themselves in a new job. The faster new hires feel welcome and prepared for their jobs, the faster they will be able to successfully contribute to the firm’s mission.

In addition, a Glassdoor survey found that a positive onboarding experience can lead to employees being 69% more likely to stay with a company for three years or more. BambooHR found that the most important factors for successful onboarding include:

  • Setting clear expectations (96% of respondents rated this as important)
  • Providing access to necessary tools and information (93%)
  • Providing access to mentors, buddies, or coaches (87%)
  • Making introductions to colleagues (87%)
  • Having a formal onboarding program (85%)

In terms of the length of onboarding programs, the same BambooHR research found that employees who participated in onboarding programs that lasted longer than one month were more than twice as likely to stay with the company for three years or more, compared to employees who had a shorter onboarding program.

 

On the other hand, 62% of HR managers said that a successful onboarding process can improve the employee experience, and 54% said it can improve employee retention.

 

What about the individual? There is plenty you can do to own your role and provide greater likelihood of successful integration. To help you navigate this transition, we’ve put together a list of things you should do and look for when starting a new job.

  1. Research the company: Before your first day, take some time to research the company. Review their website, social media accounts, and any news articles or press releases about the company. This will give you a better understanding of the company’s culture, values and goals. You should also learn about the industry the company operates in and the competitors they face.
  1. Understand your job responsibilities: Make sure you fully understand your job responsibilities before you start. This includes the tasks you will be responsible for, any goals or targets you are expected to meet, and who you report to. If you are unsure about anything, don’t be afraid to ask your manager or HR representative for clarification.
  1. Be prepared for your first day: Make sure you are prepared for your first day on the job. This includes knowing what time you need to arrive, where you need to go, and what to wear. You should also bring a notebook and pen to take notes, as well as any other materials you were instructed to bring.
  1. Build relationships with your colleagues: Getting to know your colleagues is an important part of starting a new job. Make an effort to introduce yourself to your co-workers and ask them about their roles and responsibilities. Take part in team-building activities or social events to help build relationships and learn more about your colleagues.
  1. Understand the company culture: Understanding the company culture is important for fitting in and feeling comfortable in your new role. Observe how your colleagues interact with each other and the company’s values and behaviors. If you are unsure about anything, ask your manager or HR representative for guidance.
  1. Learn the company’s technology and systems: Many companies use specialised software or systems to manage their operations. Make sure you learn how to use any technology or systems that are essential to your role. If you are having trouble, ask your colleagues or IT department for assistance.
  1. Seek feedback: Don’t be afraid to ask for feedback from your manager or colleagues. This will help you identify areas where you are doing well and areas where you need to improve. Feedback can also help you adjust to the company’s expectations and culture.
  1. Set goals for yourself: Setting goals for yourself can help you stay motivated and focused in your new role. Talk to your manager about what goals you should be working towards, both short-term and long-term. Make sure your goals are specific, measurable, and achievable.
  1. Find a mentor or coach: Having a mentor or coach can be a great way to learn more about the company and industry, as well as get guidance and support in your role. Ask your manager or HR representative if there is a formal support and development program, or seek out a coach or mentor on your own.
  1. Take care of yourself: Starting a new job can be stressful, so it is important to take care of yourself both physically and mentally. Make sure you are getting enough sleep, eating healthy foods, and taking breaks throughout the day. Don’t be afraid to talk to your manager or HR representative if you are feeling overwhelmed or need additional support.

The opportunities presented when changing jobs can be both challenging and exciting. It is this excitement and the unknowns that should form part of the reason for the change in the first place.

Don’t leave your success to ‘fate’ or luck. Own your role and seek assistance to make the most of the opportunity. Through genuine thought and reflection and having a plan to follow during your first few month, you can set yourself up for success and greater enjoyment in your new role.

 

Many people at all levels of seniority and across industries find that external support and coaching is of benefit, particularly during the challenging time of starting a new job.

If you, one of your team or someone else you know are currently changing jobs, it is worthwhile investigating our CoachStation Role Integration Coaching (RIC) Program.

We have created a very useful and effective coaching and support resource to assist people at all levels as they transition into a new job. It is as effective for internal movements as external. Many of the points listed in this blog are explored and expanded on to ensure the best opportunity for a successful integration.

The RIC program provides many benefits. Primarily, there is the opportunity to transition and onboard into the new role with additional support from an external resource and coach. This is designed to work in conjunction with the recruiting organisation and their induction process, enhancing the opportunity for both the employee and new employer.

Coachees participate in two online coaching and mentoring sessions across an 8-week period. The first session is scheduled 1 – 2 weeks prior to starting your role, whilst the second session is scheduled to occur around 4 weeks after. Commonly, this might involve identifying a 30-60-90 day plan; specific skill development; developing greater self-awareness and Emotional Intelligence; leadership capability; or similar themes.

The 1:1 coaching is reinforced through access to our custom eLearning platform and its resources, tools and content. Specifically your RIC Program includes:

  • Two Coaching and Mentoring sessions, facilitated online by experienced and effective CoachStation coaches.
  • Opportunity to ask questions via email-based Q&A coaching throughout the program.
  • Access to learning videos providing insight into how best to integrate into your new role; tactics to maximise your first few months; observations and strategies to apply during this phase.
  • Supporting tools and resources to be applied during the program and designed to be of benefit for many months and years after.
  • Candidates will be provided with an Ebook providing insights, tools and material consolidating the learning.
If you would like to discuss RIC further or book a place on the program, email or call CoachStation today.

 

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Finding Joy In Our Lives

In the last few years we’ve recognised that we probably haven’t had the opportunity to feel the benefit of many of the things that we take joy from. Covid has really challenged our opportunity to find joy in our life.

We’re really talking about those things that are present in our life already…and the opportunities exist. But, if we’re not actively looking for them, and we’re not seeking them, sometimes they can pass us by.

 

I was recently asked to speak at an Aged Care Forum on the topic of ‘Joy and its Link to Self-Care’. This is a great theme. One that we don’t speak enough about, so it was a lovely opportunity to discuss a topic that is important, yet not commonly sought out in business circles.

Listen to my thoughts below about how joy can be found anywhere and our need to actively seek it. It is not passive. Joy does not occur through blind hope. It can be discovered and created, if you take the time to be mindful of the many joyful moments that occur every day…even the small things.

Read my related blog: Your Roles, Your Time, Your Choices

Themes such as understanding the difference between an internal and external locus of control. Delving into how important socialisation, being with others and relationships are for all of us. I also discuss how perspective relates to joy. These themes and others are covered with the intention that there may be opportunity for the discovery of more joy.

The invitation to expand on and share my thoughts with such a large group of attendees was appreciated. The possibility that one or more participants might apply some of their learning in practice is exciting. You may also find value in the key points highlighted. This may lead to more joy for you and others…and that’s never a bad thing.

 

Additional Resources:

Brett Ledbetter: Finding Your Inner Coach, Ted Talk

10 Keys To Happier Living

 

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Engagement and Motivating Employees

Engagement at work matters. Employee discretionary effort and focus are being challenged for many reasons, including the labour market and working from home.

People are finding it easy to find jobs and unemployment is at a record low. It won’t always be like this, however.

Developing the skills to engage team members is important. Maybe, no more so than right now. In years to come, when equilibrium between employers and employees normalises, the investment in these skills now will be returned in spades.

 

The risk of not getting leadership and culture ‘right’ are significant. Where we work has rarely provided more options. What we do at work and how we do it is changing. We spend 81,396 hours of our lives working, on average.

The question begs to be asked and answered then: If we spend so much of life at work, how is life at work going?

 

According to the world’s workers, not well. Gallup finds 60% of people are emotionally detached at work and 19% are miserable. (1) The levels of engagement continue to be alarming for Executive Leaders…or at least, they should be. Yet, these results have barely shifted in many years. Why are people not engaged and can something be done about it?

 

As a leader you are obligated to develop your skills to influence and support each and every team member. Your goal must be to ensure your team members are regularly performing work that they are good at and care about.

 

Every employee has to own their development and situation too. Choice and effort influence engagement. This blog addresses 4 key skills and areas to focus on that contribute to employee engagement. One of the most exciting aspects of developing these skills further, is that you the leader, will also see a significant uplift in your own engagement as a result of being more effective in your role.

It’s about understanding how important leadership and engagement are.

 

None of these points are theories. Yet, too often managers see them as negotiable. It is firstly important to recognise that we all have choices. We can choose to work somewhere or not. The feeling of being ‘stuck’ is one of the most crippling feelings. You have options. We all do.

Gallup estimates that managers account for at least 70% of the variance in employee engagement across business units. When Gallup asked managers why they thought their company hired them for their current role, managers commonly said the organisation promoted them because of their success in a previous non-managerial role, or cited their tenure in their company or field. Unfortunately, these criteria miss a crucial element: the right talent to succeed as a manager and leader.

 

Gallup research shows that only about one in 10 people naturally possess high talent to manage, and organisations name the wrong person as manager about 80% of the time.

 

We’ve also learned that one in two employees have left a job to get away from a manager and improve their overall life at some point in their career. At CoachStation, we believe this figure to be much higher, in fact, more like 2 in 3 employees. Given the troubling state of employee engagement in companies worldwide, it follows that most managers aren’t creating environments in which employees feel engaged — or involved in, enthusiastic about and committed to their work and workplace.

We have seen little evidence that the situation is any different or better in Australia, until very recently. In fact, the focus on themes such as strengths, personal values and coaching have been occurring in the U.S for a longer period. This has provided a solid platform for personal and professional development that is still relatively new in Australia. Thankfully, this attitude and openness to leadership and personal growth is improving. The fact that you are taking the time to read this blog is a positive example.

What’s more, companies that fail to engage their employees are missing out on the powerful results that come from engagement. Gallup’s latest employee engagement meta-analysis shows that business units in the top quartile are 17% more productive, experience 70% fewer safety incidents, experience 41% less absenteeism, have 10% better customer ratings and are 21% more profitable compared with business units in the bottom quartile. (5)

 

Business units with engaged workers have 23% higher profit compared with business units with miserable workers.

 

Additionally, teams with thriving workers also see higher customer loyalty. The point is: Wellbeing at work isn’t at odds with anyone’s agenda. Executives everywhere should want the world’s workers to thrive. And helping the world’s workers thrive starts with listening to them.

Before we go any further it’s worth making sure we all understand the definitions of employee engagement. The Gallup organisation provides an excellent summary: Employee engagement reflects the involvement and enthusiasm of employees in their work and workplace. Gallup categorises an organisation’s employees as engaged, not engaged or actively disengaged.

 

Employees become engaged when their basic needs are met and when they have a chance to contribute, a sense of belonging, and opportunities to learn and grow.

 

Engaged employees are highly involved in and enthusiastic about their work and workplace. They are psychological “owners,” drive performance and innovation, and move the organisation forward.

Not engaged employees are psychologically unattached to their work and company. Because their engagement needs are not being fully met, they’re putting time — but not energy or passion — into their work.

Actively disengaged employees aren’t just unhappy at work — they are resentful that their needs aren’t being met and are acting out their unhappiness.

 

Every day, these workers potentially undermine what their engaged co-workers accomplish.

 

In one of the largest studies of burnout, Gallup found the biggest source was “unfair treatment at work.” That was followed by an unmanageable workload, unclear communication from managers, lack of manager support and unreasonable time pressure. Those five causes have one thing in common: your boss. Get a bad one and you are almost guaranteed to hate your job. A bad boss will ignore you, disrespect you and never support you. Environments like that can make anyone miserable.

 

A manager’s effect on a workplace is so significant that Gallup can predict 70% of the variance in team engagement just by getting to know the boss. (1)

 

The McKinsey group recently published an excellent resource regarding attrition and the reasons why people leave organisations. This data is current and it is real, being consistent with what many of my clients are telling me. To navigate this new playing field successfully, hiring managers can look beyond the current imbalance in labor supply and demand and consider what different segments of workers want and how best to engage them. To do this, employers should understand the common themes that reveal what people most value, or most dislike, about a job.

 

For instance, it cannot be overstated just how influential a bad boss can be in causing people to leave.

 

And while in the past an attractive salary could keep people in a job despite a bad boss, that is much less true now than it was before the pandemic. Our survey shows that uncaring and uninspiring leaders are a big part of why people left their jobs, along with a lack of career development. Flexibility, on the other hand, is a top motivator and reason for staying. (2)

Exiting workers told us that relationships in their workplace were sources of tension and that they didn’t feel that their organisations and managers cared about them.

 

In this latest round, respondents again cited uncaring leaders (35 percent listed it as one of their top three reasons for leaving), but they added a new range of top motivators, including inadequate compensation, a lack of career advancement, and the absence of meaningful work.

In other words, plenty of employees say that they see no room for professional or personal growth, believe that there is better money to be made elsewhere, and think that leaders don’t care enough about them. Tried-and-true reasons for disgruntlement, to be sure, but ones that are now being acted upon broadly. (2) The data provided in the graphic below is compelling. 

 

There is no room for complacency. In the recently published State of the Global Workplace report, 45% of employees said now is a good time to find a job.

 

This is up slightly from last year, but less than the record 55% in 2019. The regional outlier for this item is the United States and Canada, which leads the world at 71%, up 44 percentage points from the previous year. The next closest regions are Australia and New Zealand at 59% and South Asia at 50%. (1) Reading the language and results in the McKinsey graphic highlights a few key themes.

 

Namely, that the top reasons for quitting closely align to fulffilling work; engagement; and relationships.

 

Engagement and wellbeing interact with each other in powerful ways. We often think of engagement as something that happens at work and wellbeing as something that happens outside of work, but Gallup’s analysis suggests that’s a false dichotomy.

  • How people experience work influences their lives outside of work. Employees who consistently experience high levels of burnout at work say their job makes it difficult to fulfill their family responsibilities. They are also 23% more likely to visit the emergency room.
  • Overall wellbeing influences life at work. Employees who are engaged at work but not thriving have a 61% higher likelihood of ongoing burnout than those who are engaged and thriving.

When leaders take responsibility for the wellbeing of their workers, the result is not only productive organisations, but thriving individuals, families and communities. (1)

The majority of the coaching and mentoring themes that I employ relate to communication to some degree.

 

It is a common gap in skills and capability for many and has a direct influence on engagement levels. Organisations often assume that these skills exist in their managers, yet rarely meaningfully focus on developing newer leaders to build on this capability.

 

Let’s be honest, it’s not like all senior managers regularly role model these behaviours and provide effective communication either.

 

I recognise this is a generalised statement. Yet, I am confident that many people reading this blog, no matter what level they work at, would genuinely question how effectively their immediate manager communicates with them and their team mates.

It appears that communication at all levels could be improved. The great news; these are skills that can be developed by most people – if they put in the effort! A study of managers by Interact Studio and Harris Poll revealed that communicating is not only an employee issue.

 

This study showed that 69% of managers are just as afraid of communication as their team members.

 

CoachStation: Why managers are uncomfortable giving feedback

 

If both sides are afraid to have tough conversations, these conversations will be avoided. Managers must have the courage and confidence to communicate with their team, no matter what the message is. Comfort and skills can be improved if there is a focus on communication.

In recent years I have developed a tool regarding communication effectiveness. It highlights the need for depth in conversation. To verbally communicate well provides meaning and purpose. It allows for understanding and often, clarity and context. Purpose influences action and improvement.

 

Unfortunately, many managers do not develop this skill to the level required.

 

Essentially, we can communicate at various levels of depth. However, most business communication (and that at home too!) often occurs at a moderate and superficial level, at best. I would describe this as a level 1 or 2 type of communication.

 

CoachStation_Levels of Effective Communication and Leadership

 

The goal is to develop your communication skills to at least Level 3. The diagram above extends this concept. The 5 levels of effective communication highlighted are described in further detail in the following blog: Communicate Effectively to Influence and Lead

Outside of company all-hands meetings and occasional corporate-wide memos, a manager is an employee’s strongest connection to company leadership day in and day out. Their communication (or lack thereof) is what keeps an employee feeling connected to the purpose of their work, and in the loop on what they need to know.

When communication breaks down somewhere in the leadership hierarchy, everyone suffers. This is when people feel out of the loop. It’s also when they get frustrated by putting their efforts into work that doesn’t matter.

It’s the job of every manager to help with the flow of information up and down the organisation. When people express frustration with leadership, it’s usually due to a failure in that flow.

 

Developing trusted relationships; establishing clear expectations; and, making accountability a cultural norm in the team all influence engagement levels.

 

One of the biggest challenges for managers who are learning to lead is developing the ability to set expectations and standards. Accountability is the outcome of holding your employees to these standards and expectations. It is also about the employees accountability to themselves.

 

Understanding the benefits and why to apply a model such as our REOWM model can make a real difference. However, application, consistency and follow-through can be a challenge for many. The 5 stages of the model create a structured process for leading and coaching your team members, focused mostly on clarity, context and accountability. I have found that resources such as these can help leaders to understand not only what needs to be developed, but importantly, also how to do so.

CoachStation: REOWM Coaching, Leadership and Accountability Model

 

Often leaders are wary of providing their own view as it is seen as subjective. Don’t be frightened to seek and provide this detail as (particularly when respect and trust exist) a simple acknowledgement or recognition of progress can be the difference between an engaged and disengaged employee.

The opportunity to provide greater context and clarity for people is one that I regularly see could be improved in most organisations. Depth and substance in coaching and 1:1 sessions is critical and a tool such as this can make a real and sustained difference when applied. Each step is important and has its own need. Practice the art and science of effective leadership by using tools such as this.

The REOWM model is described in further detail in the following page of the CoachStation website: Accountability and Expectations – REOWM Model

 

Leaders are under pressure. Behaviours and integrity can be challenged in these environments. I am aware of various situations at the moment where managers are avoiding managing a toxic employee through fear of them leaving the organisation. In a few cases I am hearing the message, “I can’t afford to manage them and risk attrition. We are a team of 9 and I am already 2 staff down. We have been looking to replace them for 10 months, with no success and I can’t afford to lose anyone else”. 

I would argue, it depends on how you measure success! I understand the concern, the final statement about losing team members and managing workloads.

 

But, here’s the thing. The damage this toxic employee is bringing to the table is almost certainly greater than the impact of them leaving.

 

And, it is almost certainly negatively impacting engagement levels within the whole team. A recent Lighthouse blog highlighted a report from Harvard Business School, where Michael Housman and Dylan Minor broke down the real cost of toxic employees.

 

“In comparing the two costs, even if a firm could replace an average worker with one who performs in the top 1%; it would still be better off by replacing a toxic worker with an average worker by more than two-to-one.”

 

Toxic employees don’t just underperform compared to a great employee in the long run, they bring the entire team down with them. A good employee sees this and feels it first-hand. After a while, they can’t take it anymore. Seeing that you apparently don’t mind having an asshole around, they may decide to leave. Get rid of those toxic team members – don’t try to make these ones work.

 

Even if the employee is high-performing, they have to go, because of the negative impact they have on the rest of the team.

 

Unfortunately, even if their numbers seem great, they’re still a net negative in terms of the impact they have on the rest of your team. They have to either reform their ways, or leave. When they leave, the performance of everyone on the team will improve by their absence, so there’s really only one thing to do: let them go and reap the benefits. Don’t let a toxic team member be why good employees quit your team. (3)

As highlighted extensively in this blog, one of the key contributors to engagement is the employee’s immediate manager. This can either be a negative or positive influence. Both the manager and employee have a responsibility to own engagement. The skills and capability can be learned.

The real challenge is whether the time and effort to focus on developing these skills is a priority. If not, the results are inevitable. What environment and culture would you prefer to spend over a quarter of your life in?

 

References and Resources:

(1) State of the Global Workplace – 2022 Report: Gallup

(2) Five personas: A new way to target the employee value proposition: McKinsey

(3) 14 Reasons Why Great Employees Quit Your Team (and How to Keep a Good Employee from Quitting): GetLighthouse

(4) Why People Leave Managers not Companies (and 5 things you can do about it): Get Lighthouse

(5) Strengths-Based Employee Development: The Business Results, Bruno Zadeh, LinkedIn.

 

 

 

 

 

 

 

 

 

 

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Your Roles, Your Time, Your Choices

We all have multiple roles, responsibilities and relationships, both in and out of the workplace.

Understanding how your various roles interact and affect each other can make a genuine difference in your life.

 

“It’s all about the levers”, I said. My client looked at me like I had gone barmy. “Maybe you are feeling an imbalance and that you are having to compromise your core values and some of the things that matter most to you”, I suggested. I knew this would require a little more explanation and detail. Once we discussed the topic further, however, it became clearer I was hitting the mark with my coachee.

Since this discussion some years ago, it is now even more evident how important this concept is to almost all of us. Attitude, prioritisation and self-awareness are always critical attributes and skills, even more so at the moment. This blog will explain the concept of choice, time and our various and many roles. A concept that has resonated and contributed to many of my client’s satisfaction, sense of control and comfort as it may for you.

We all have levers in our lives. What does this actually mean?

 

Roles and Choices: CoachStation
                                 Photo by Max Rovensky on Unsplash

There is logic to the concept of levers. Each of your roles can be thought of as a separate, yet interconnected lever. Each role could be as a parent, employee, boss, friend, hobby or member of the local sports team as examples. In fact, it could be any aspect of your life that is important to you and you dedicate time to. Consider each role as being represented by a single lever.

Each lever can be adjusted, as required, aligned to how much time, effort and mental energy you dedicate to it.

 

Each adjustment is also reflective of how much importance you place on the role at that particular point in time. These focus tweaks are often in response to a perceived or real need to better balance your life or respond to some other stimulus. This can be either extrinsic (i.e. originating externally) or intrinsic (i.e. driven from within). The tweak may be required because of the needs of others. Maybe someone close to you expresses frustration or disappointment that you are not spending enough time with them. Or, you may recognise this need for change yourself.

Possibly you are spending too much time at work. Maybe you feel this yourself or there is pressure from your spouse and family to be home more or earlier. Or, you have stopped going to the gym, or taking regular walks and your fitness and mental well-being are negatively impacted. Is it that you recognise that your friends are being neglected? The triggers can arise from anywhere and are generally feeling-based. They can also be managed and influenced.

No matter the trigger, it often feels like something is missing or there is an imbalance in your life.

 

We all have the same amount of time to spend or allocate to our many roles. However, this time is finite – it has limits. The choices about where to spend this time and allocate to your many roles has a direct and ongoing influence on your overall satisfaction and contentment. It also impacts those you care about the most.

At this point, it is worth looking at where you are prioritising your time and whether this balance works for or against you. Referencing the great work of Stew Friedman, this 4-Way Views assessment will give you clarity regarding where you spend your time and satisfaction as a result.

Let’s extend the concept. I mentioned earlier that each of your roles can be thought of as a separate lever, yet are interconnected. This is true, however every time you adjust a lever or aspect of your life, all your other levers or roles are also impacted. Each lever is connected via an imaginary cable. It is often a small adjustment of maybe 5-10%. Deciding to spend more time at home, for example, will have a natural and direct impact on all of your other levers or roles. To add time and energy to one role, there is a reduction of focus and time in one or more of your other roles. Remember, your time is finite. That’s why your choices and what you prioritise are so important. There are 2 key elements to consider.

Firstly, it is important that you have enough levers.

 

I have seen many examples where a person has only 2 or 3 roles. These may be work and home, for example. This is a challenge when work or home is not providing positive input or going well. Devastating when both are not going well. Additional roles (maybe 7-8) provide alternatives and options to fulfill your life when one or more roles are not as positive as you would like. I am not suggesting that there is an ‘ideal’ specific number of roles. We are all different and have a variety of needs, capacities and preferences. However, like most things in life, too few or too many are extremes and offer more challenge than your individual, optimum number of roles.

Challenges and difficulties in life are common. How you react and respond to these challenges is critical.

 

No one lives the perfect life where all of their roles are being fulfilled at the same time. Having enough roles and different levers to adjust and provide a sense of balance is one of the keys. Not work-life balance, but a more holistic and psychologically fullfilling balance. However, it is possible to have too many roles.

Stretching yourself thin and trying to meet the needs of around 10 or more roles can also be a challenge. Imagine trying to fulfill a dozen roles and the allocation of time required? To be fair, I have seen this done. However, the strong relationships and capability to manage this time and roles effectively is rare.

Perspective and resilience are very important traits, particularly in today’s world. Taking control of your time and various roles and consciously adjusting your ‘levers’ as required, can make a significant difference to how resilient you are and in seeing life more clearly. One of the many insights I have learned when coaching and mentoring hundreds of clients over the last decade continues to resonate. Those who struggle with life generally, often do not have enough levers and/or feel they have little choice in what is happening in their life. They see things as happening ‘to’ them, not ‘with’ them. Being in control is not about being controlling. Control is about you – this is good. Being controlling is more about you and others – this is often misplaced and damaging.

Understand your own levers. Reflect on your many roles.

 

What roles do you have? Where are you spending most time?

Where could you spend more or less time that would suit you better?

Do you feel happiness and satisfaction with this mix? What can you do to find a better and more rewarding balance across all of your roles?

What will you do to feel you are in control and on most days feel happy with what you give and what you receive?

For the most part, you have the same choices, time and ability to influence your life as other people do theirs. Thinking about what you are compromising and what gives you the most joy will lead to change and greater satisfaction. Taking action as appropriate to adjust your levers adds value and lets you meet your core values.

Your life, your choice!

 

 

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