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Posts tagged ‘leadership development’

Jobshare Top Tip #4: Act With Integrity

trust pic

In last month’s post, I covered the importance of a Jobsharer “deciding to trust” in order for a partnership to thrive. What’s interesting and scary at the same time about this decision, is the condition of having to offer the trust first in order to test the partnership, because taking this leap with someone you don’t necessarily know, is a tricky decision for most of us. This month I’m going to delve further into what makes us able to take this leap of faith and importantly, how we can learn to build trust.

Start With Self-Trust
If you remember my first post on successful Jobsharing, I stressed the importance of taking time to “Know Yourself”, because to create an effective partnership you need to first understand who’s coming into it. The same principle applies to trust. To trust anyone else, first you have to ask yourself honestly “do I trust myself? Am I someone others can trust?” What I’m saying here is the process of building trust with a Jobshare partner, starts even before your very first encounter, it’s with yourself. But it’s not just about words, we can all say “yes I trust myself” but is your behaviour reflective? As Covey quotes:

 “Trust is achieved through action”…. (not words)

Self-trust starts with the small things and to give an example, this year after reading Covey’s book I decided to take a leaf out of it and here’s what I did. Until a few weeks ago, I would always set my alarm before going to bed knowing full well I was going to snooze it in the morning several times before I would actually get out of bed. What’s the point in that? Essentially, I was starting every day by breaking a promise to myself – a behaviour congruent with self-trust would be to set the alarm for 15 minutes later, allow myself the snooze and commit to getting up on the first alarm. So, that’s what I did. I decided to take the small but also significant step of promising myself every night that I would get up when the alarm goes off.

Actions Speak Louder Than Words
The fact is, we all judge others by our own standards, because what other benchmark do we have? But if we can’t make and keep commitments to ourselves, it will subconsciously affect our ability to trust others. So if you’re concerned about how you could trust someone else, start with yourself, make and keep a promise to yourself from today, and stick with it. The small things DO count.

Taking this to the next level of “Relationship Trust” involves the same rules. Exploring a potential Jobsharer’s competence may involve a lot of words about experience and motivations. This is all great, but as Covey says

 “what you do has far greater impact than anything you say” (Covey p128)

To act with integrity is vital; talk straight, demonstrate respect, know that little things have a disproportionate impact when building trust. Don’t make a promise you can’t keep and communicate, communicate, communicate; if you say you’ll get back to someone that day, keep to your promise even if it’s to say you can’t meet the deadline. Things you may feel are unimportant are likely to be exactly the opposite when it comes to building trust.  A great read to explore this subject further is Stephen Covey’s book “Speed of Trust”.

 If you’d like to find out more about Jobsharing, how to create a successful partnership or how it could benefit you or your organisation, you can register at http://www.ginibee.com/contact-us or contact me at info@ginibee.com

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How To Use Jobsharing To Create Highly Effective Leaders

The following post is a guest blog I contributed to the Professional Academy in January 2015.  I thought it would be useful to share it.

Creating the right environment to develop effective leaders can be a challenge. Sara Horsfall from Jobshare specialists Ginibee shares her vision for using flexible working to fast-track leadership development.

We are experiencing a crisis in leadership development. The current system is not working, and many high performing employees who aren’t able to work long hours are being overlooked for leadership positions.

What if there was another option?

I specialise in creating successful Jobshare partnerships, and in my experience I have encountered many high performing, high profile partnerships, where leadership roles are shared. Many of the key attributes of good leaders are essential for effective Jobsharing.

What if there was a requirement for Jobsharing as part of leadership training for both full-time and part-time employees? I believe this would help to bridge the leadership gap and produce improved opportunities for leadership development, compatible with career flexibility.

Leadership crisis in management

The leadership crisis

A survey by Human Resources blog TLNT in October 2014 revealed 42% of executives say company growth plans are “slowed by lack of access to the right leadership”.

And there is considerable dissatisfaction with the state of leadership despite significant investment.

Clearly, something needs to change.

We know that women account for only 20.7% of board positions despite many having the necessary skills. What if there was a way to ensure more women were given opportunities to prove and use their leadership skills even if they weren’t able to work full-time? And this doesn’t just apply to women. What about people preparing for retirement, or caring for a relative?

What makes a good leader?So what makes a good leader?

The subject of leadership can be a tricky one that is interpreted in many different ways, which perhaps contributes to the level of dissatisfaction that exists.

A survey by TLNT suggested that communication skills and humility are the top two leadership traits.

So how do developing leaders learn and practice these skills? And how do organisations create the opportunity for both men and women to practice these skills at all levels and at all points in their career, whether they’re working part-time or full-time?

Is job-sharing for you?Could Jobsharing be the answer?

I’d like you to imagine an organisation where leadership development and flexible working are harmonious. Where ‘required Jobsharing’ is an essential part of practicing important leadership skills ‘on the job’.

Employees who work full-time can share more than one role. In other words, ‘required Jobsharing’ not only develops leaders who want to work full-time and can share more than one role, but it offers a career development opportunity to those who need to work part-time through Jobsharing a career role.

Using Jobsharing in this way increases the pool of candidates for potential leadership roles and encourages equality, diversity and flexibility throughout the company.

How to integrate Jobsharing into your leadership development programme?

  • Open up all full-time leadership roles to applications from Jobshare partnerships.
  • Empower and enable employees to find and create Jobshare partnerships.
  • Actively support shared objectives, identity and accountability as a way of demonstrating strong leadership skills

Should Jobsharing be part of Leadership Development?

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In a survey carried out last year by TLNT, Communication and Humility were voted as key traits of effective leaders.  Similarly, in accounts of Jobshare success we hear about the need for effective communication and humility.  Why therefore, is Jobsharing not integral to leadership development in our workplace as opposed to an exception to the rule?

Currently, Jobsharing is occasionally considered as a last resort when someone (usually a parent) wants to return to their role part-time after maternity or paternity leave.  Instead, I believe Jobsharing should be an essential part of leadership programmes within organisations, an important part of investing in people and a practical way of honing key skills which every organisation could benefit from.   Imagine a workplace where as part of your leadership development, or personal development you were expected to spend a period of time as part of a jobshare, either with someone in a different department /outside the organisation  /someone more senior who is phasing their work schedule for retirement.  Would this make for a more versatile and diverse workplace, encouraging collective intelligence and employment programmes for employees throughout their career?

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