Developing Trust through Courageous Conversations

Strengthening professional relationships

Have you ever been in a situation where you wished for a more honest discussion with someone about a problem that's been bothering you? Or have you been the recipient of a tough message that wasn't delivered in the most professional way? Maybe you're a manager who would like to avoid having to “tell” your team what to do!

These scenarios are more common than you might think and they all stem from a common issue – we don’t focus enough on creating and building strong, trust-based relationships. Irrespective of whether these relationships are with peers, subordinates, bosses and even suppliers and customers. Good relationships are built on trust.

The importance of building good relationships

In any professional environment, it is vital to develop good relationships with your stakeholders. However, strong, trust-based relationships don't just happen overnight. They require effort and understanding, starting with building awareness and appreciation of the person you are interacting with.

Understanding and getting to know the people around you lays the foundation for these relationships. By finding common ground, you create rapport, which gradually leads to trust. This trust is essential for open and honest communication, ultimately building loyalty and fostering a consistent and reliable partnership. Sometimes, this deep appreciation can be thought of as 'love', not in terms of romance but in the professional context of mutual respect and trust. After all, many of us spend more time with our work colleagues than with our partners. How do you start to build a relationship based on trust? It takes time.

The Trust Journey

The Trust Journey is a roadmap that illustrates the gradual development of professional relationships. This journey highlights the stages through which people pass as they build a deeper, more trusting relationship. Here's a breakdown of each stage:

1. Awareness: This is the initial stage where people become aware of each other's existence. In a professional environment, this could mean recognising a colleague's role, a manager's leadership style, or a customer’s needs. There is no substantial relationship at this point, just a mutual acknowledgment that the other person exists.

2. Rapport: At this stage, people start to engage with each other and find common ground. This could involve sharing interests, discussing non-work-related subjects or simply engaging in small talk. The aim is to create a comfortable environment where each party feels at ease communicating with the other. Building rapport is important as it lays the groundwork for the development of trust.

3. Trust: The foundation of any meaningful relationship is trust. In this stage, the individuals know one another well enough to start depending on each other. This trust can be based on the reliability, integrity, and competence perceived in the other person. This means believing that a colleague will complete tasks on time or that a manager will make fair decisions.

4. Loyalty: The result of sustained trust over time is loyalty. In this stage, there is a mutual commitment to each other's success and well-being. In the workplace, loyalty manifests as defending each other's ideas, supporting each other's projects, or sticking by each other during organisational changes. Loyalty is marked by a deep sense of allegiance and mutual support.

5. Love: In the context of the Trust Journey, "love" refers not to romantic affection but to a profound sense of respect, admiration and care for the other person. This is the deepest stage of the relationship, where individuals highly value and perhaps even celebrate each other's presence and contributions. In the workplace, this might be akin to a strong mentor-mentee relationship or a deep friendship where both parties go above and beyond for each other's personal and professional growth.

The Trust Journey is not guaranteed - and it doesn’t run in a straight line. Relationships can progress, or regress, from one stage to another based on actions, behaviours and external factors. The key to navigating this journey successfully is effective communication, empathy and understanding.

Cultivating relationships through mutual trust

Building mutual trust is a gradual process, but it's crucial for creating a high contribution working environment. Yet, as we navigate through these relationships, challenges inevitably arise which require the individuals involved to have a ‘Courageous Conversation’. This term, coined by Susan Scott in her book ‘Fierce Conversations’, is a methodology aimed at addressing and resolving issues through clarity, understanding, and mutual respect.

A Courageous Conversation requires you to: 

1. Name the issue – Identify what's wrong clearly and concisely.

2. Provide specific examples – Clarify your point with factual instances.

3. Explain the impact – Describe how the issue affects individuals and the team.

4. Express a desire to resolve – Show your commitment to finding a solution.

5. Invite a response – Encourage the other person to share their perspective.

6. Summarise – Recap the conversation to ensure mutual understanding.

7. Agree a SMART action plan – Develop a specific, measurable, achievable, relevant and time-bound strategy for improvement.

Engaging in courageous conversations can significantly improve the way managers and leaders proactively manage conflicts and can be a useful tool in coaching others. It fits well with the GROW model - Goal, Reality, Options, Way Forward – and can be used at any stage of the coaching conversation. By adopting a coaching mindset, managers can move beyond the ineffective 'tell' mode, developing better listening skills and asking more impactful questions.

Avoiding the Loop of Doom

A significant barrier to effective management and communication is the so-called 'Loop of Doom,' where managers believe they are listening but, in reality, they are not fully engaged with the speaker. This can lead to misunderstanding, resentment and unaddressed issues. By learning to listen empathetically and engage in Courageous Conversations, managers and employees alike can break out of this loop, fostering a healthier, more collaborative and higher contributing work environment.

At Treehouse, we're dedicated to helping managers and leaders develop these crucial skills. Through our programmes, you'll learn how to develop your empathetic listening skills with coaching practice, enabling you to engage in meaningful and productive conversations. This will pave the way for stronger, more resilient professional relationships.

Join us on this journey to becoming the best version of yourself, capable of handling any situation with confidence and empathy. By mastering the art of Courageous Conversations, you'll be better equipped to increase your contribution and navigate the complexities of professional relationships - whether with customers, suppliers, bosses or team members.

Nine Top Tips for Futures Concept Generation

Nine top tips on how to maximise Futures Concept Generation and stay ahead of the curve

Help your organisation stay competitive, foster innovation and remain adaptable in an uncertain world

What is Futures Concept Generation?

In a world defined by rapid technological advancements and unpredictable market shifts, how can leaders think beyond the present to ensure their organisations remain competitive? For leaders and innovators who lack a crystal ball, Futures Concept Generation (FCG) is a powerful approach that helps organisations envision potential future scenarios.

More than just discovering new landscapes, FCG helps organisations to see with new eyes and develop groundbreaking concepts for emerging markets. Whether your organisation is designing new products, services, or strategies, FCG equips you with the tools to not only anticipate future changes but to shape them.

Push and Pull Forces Defining the Future

Two key forces are central to this process and these stimulate forward-thinking innovation: Science and Technology (S&T) push and future world pull.

The S&T push taps into the cutting-edge potential of technological and scientific advancements, driving the development of new possibilities based on what’s possible today and tomorrow. Whereas future world pull focuses on anticipating the evolving needs and challenges of future industries, economies and society. It guides innovation to address the demands and opportunities that will define tomorrow’s world.

These forces work together, and by understanding and using both, leaders can maximise the effectiveness of Futures Concept Generation, developing ideas that are innovative and aligned with future needs.

Staying Ahead

Here are our top nine tips on how to stay ahead of the curve.

1. Engage with Futurists and Thought Leaders: Collaborate with experts in forecasting and future trends, such as futurists, strategists, and thought leaders, to gain fresh perspectives and challenge conventional thinking. Their insights can help broaden your understanding of potential future scenarios. (The School of International Futures is a good place to start).

2. Stay Updated on Emerging Science and Technology: Establish a horizon-scanning system to track the latest developments in science and technology. These signals can spark new ideas for groundbreaking concepts and inspire new Generation After Next (GAN)concepts. (RAND is a good place to stay informed on current research projects).

3. Monitor Global Trends and Societal Shifts: Keep a close watch on global trends, such as demographic shifts, geopolitical dynamics, environmental concerns, and evolving cultural patterns to anticipate future needs and opportunities.

4. Create ‘Future Fictions’: Use creative storytelling and media to bring possible future scenarios to life. These immersive narratives can inspire people into a future world where novel, generation after next or game-chancing ideas can flourish, and push the boundaries of conventional thinking.

5. Foster an Innovative Mindset: Encourage a culture that values long-term thinking and imaginative exploration. Encourage your team to look beyond current trends and imagine bold new possibilities for the future. (more on how you can Foster Innovation in your organisation).

6. Encourage Cross-Disciplinary Collaboration: Bring together experts from diverse fields - such as engineering, science, social sciences, humanities and the arts - to share perspectives and generate fresh insights. We’ve found that this interdisciplinary approach can spark unique and innovative ideas. For example, our favourite Imagineer is an academic who studies SciFi literature!

7. Encourage Purposeful Creative Thinking: Implement creative thinking exercises, such as brainstorming sessions, mind mapping or design thinking workshops, to stimulate new ideas. Create an environment where people are encouraged to think outside the box and challenge conventional assumptions. Consider using a tried and tested approach in which creative thinking can flourish. (see Imaginate as a tool to help with creative thinking)

8. Incorporate User and Stakeholder Insights: Consider the needs, preferences and challenges of potential future users and stakeholders such as military advisers or patient advocates. Gather input and gain feedback on new ideas and concepts but keep in mind that finding the right people is crucial at this stage. Engage people who can envision future possibilities while staying grounded in the needs of end users. You want people who can build not crush your concepts.

9. Experiment and Prototype: Develop prototypes or simulations to explore speculative technologies or systems - whether it’s a visual model or even a simple mock-up. Create experimentation spaces to test and refine your concepts because hands-on experimentation helps validate ideas, explore feasibility, and identify potential challenges. Develop cost-effective methods to quickly bring minimum viable products to end users for feedback and refinement.

Culture Eats Strategy for Breakfast

Staying ahead of the curve in a changing world requires a proactive, forward-thinking approach. Futures Concept Generation is about more than just predicting what’s next; it's about creating the future you want your organisation to be part of. By adopting these nine strategies leaders can position their organisation to anticipate future trends and innovate with confidence.

These methods can unlock new possibilities, push boundaries and keep your organisation stay ahead of the competition.

However, no matter how well-thought-out or powerful a strategy is, it will fail if the organisational culture does not support or align with it. Culture sets the tone for how things are done within an organisation and it has a more significant impact on success than strategy alone. Creating a culture of effective collaboration, underpinned by quality relationships built on trust, is the foundation which high-performing teams are built on.

The Future is Now

How your organisation can prepare for the next technological leap using GAN Innovation

What is GAN Innovation and why does it matter?

Imagine a future where the technology that will shape our world, and change the way we develop and innovate, is still being discovered. Welcome to the world of Generation After Next (GAN) innovation, where tomorrow’s breakthroughs are already being imagined today.

Generation after Next (GAN) innovation, such as the smartphone which has radically changed the way we work and function in our daily lives, refers to a significant leap in capabilities, features or technological advancements that go beyond the current next-generation tech trends. It involves exploring technologies and innovations that are still in the early stages of research or development but have the potential to create a significant impact in the future. Each generational innovation leap marks a substantial progression from the previous one, often involving:

1. Technological Advancements: Introduction of new technologies or materials that fundamentally change how systems are designed and operated.

2. Operational Capabilities: Enhanced or entirely new functionalities that offer better performance, efficiency, or versatility.

3. User Experience and Interface: Significant improvements in how users interact with the technology, making it more intuitive, efficient, or accessible.

Generations in innovation are not strictly bound by a specific timeline, instead, each generation is marked by qualitative changes that distinguish it from the previous one. However, it is possible to estimate timeframes for different technologies. For instance, in cyber technology, a new GAN concept innovation may emerge every 18 months, whereas for more complex systems, such as aircraft carriers or ships, the generational technology leap may take 40 to 50 years to occur!

How is GAN different from ANG?

Between the present and GAN (Generation After Next) lies what we call ‘Accelerated Next Generation’ or ANG. While GAN is about exploring the boundaries of what’s possible and preparing for long-term challenges and opportunities, ANG focuses on speeding up the timeline for near-future capabilities.

ANG innovations are often more attractive because they’re visible, predictable, and understandable. They are more appealing to work with and fit comfortably within our current understanding of the world. Humans are creatures of habit after all, we are more comfortable with evolution than revolution. However, while ANG can offer short-term gains, it doesn’t provide the same game-changing potential and transformative advantages as GAN.

Defining GAN Innovation

We can define GAN using the following lenses:

Time Horizon:

GAN innovation looks into the future, focusing on long-term goals rather than immediate solutions. It is often speculative or conceptual thinking and strategic foresight. The innovations that might take decades to fully materialise, such as quantum computing, which might revolutionise security systems but is still years from practical implementation. 

Uncertainty and Risk:

Due to its speculative nature, GAN innovations come with a high degree of uncertainty, as the technologies or concepts are not yet fully developed or understood. Innovations are typically in early research or theoretical phases, with unclear paths to implementation, making them risky due to their speculative nature and the longer development timeline. An example of this is self-sustaining AI ecosystems - what they could achieve is unpredictable, and innovators are still unsure how they’ll function in practice.

Nature of Innovation:

GAN emphasises radical or transformative changes that could fundamentally disrupt existing paradigms. It’s not about incremental improvements, but about breakthroughs that fundamentally reshape industries or systems. These innovations often emerge from cutting-edge research, emerging technologies, and exploratory projects. It requires a visionary approach, with a focus on potential rather than immediate practicality. In the defence sector, GAN innovation could involve the development of autonomous swarming drones that not only conduct reconnaissance but also coordinate real-time mission adjustments and decision-making using artificial intelligence.

Is your industry ready for the radical transformations GAN innovation could bring? Now is the time to ask how your organisation can position itself to lead in the next wave of breakthroughs. Investing in GAN today will give you a strategic advantage tomorrow.

Characteristics of GAN

How do you know it’s GAN Innovation? Let’s break it down by defining the five characteristics:

1. It’s speculative and visionary: GAN innovations are all about thinking outside the box. They explore possibilities that push beyond today’s technology. If it feels like it’s still in the conceptual or theoretical stage, you’re probably looking at GAN.

2. It’s radically transformative: We’re not talking about small tweaks or upgrades - GAN innovations are truly cutting-edge. They aim to completely reinvent how systems, industries, or processes work, they are big, bold breakthroughs that redefine existing systems.

3. It comes with high uncertainty and risk: Since GAN deals with uncharted territory, there’s a lot of unknowns. Is it technically feasible? Will people accept it? Can it be regulated? These questions mean greater risk, but also higher potential rewards.

4. It’s focused on the long-term: GAN isn’t about quick wins. These innovations take time to develop, sometimes years or decades, so patience and sustained investment is key. GAN innovations are about long-term impact, not short-term gains.

5. It Requires Interdisciplinary Integration: GAN thrives on collaboration. To solve the complex problems it tackles, you need expertise from a variety of fields working together. The best GAN innovations come from a melting pot of diverse perspectives and skills.

If you can’t see it today, then it’s probably GAN innovation - and therein lies the challenge. How do you identify, shape, or lead something that is still taking form? How can you use emerging science and technology to develop the capabilities you’ll need in the future? One thing is certain, ignoring GAN because it’s risky or uncertain isn’t an option because your adversaries or competitors certainly won’t be.

Ready to shape the future?

GAN innovation is your opportunity to stay ahead of your competition and lead the next wave of transformation. Don’t wait until tomorrow’s breakthroughs are someone else’s success story. Whether you’re ready to begin shaping long-term strategies or just curious to learn more, get in touch with us. Treehouse has extensive experience in helping organisations to not only be part of the future - but to lead it.

See how Treehouse can help with Generation After Next concept creation.

The Power of Strengths-Based Feedback

The essential role of feedback

Have you ever heard someone express frustration about their manager? Common complaints such as 'They never pay attention to me and my work,' or 'All I get are criticisms,' highlight a deeper issue. It reflects a lack of engagement and clarity in the workplace. Feedback is essential, not just for addressing shortcomings but for establishing what is expected and appreciated about each employee's contributions, much like a coach outlines for their athletes.

Just as no Olympian would expect to win a gold medal without insightful, consistent coaching, employees thrive when given clear, constructive feedback. At Treehouse, our Contribution Curve is akin to an athlete's training regimen and is tailored to develop a manager's feedback skills. At each stage, we guide managers to understanding and addressing their feedback approach with their subordinates and peers, as well as with their managers. It is important to know how to manage upwards as well as horizontally or downwards!

Managers Contribution Curve

At each stage of the curve, managers learn to harness the power of giving feedback. For example, at Reacting a manager might ‘Provide recognition and thanks after a demanding activity’. At Controlling they may thank employees for ‘Going above and beyond what was asked’. In Directing they may give feedback by directing their people to ‘create sharper focus on what maximises contribution’. In Facilitating they may focus on themselves by actively seeking feedback from key stakeholders and finally in Leading they start to widen their toolkit through self-awareness like building emotional intelligence.  Each stage builds on the previous one.

Boosting motivation and engagement

Feedback, though sometimes daunting, is essentially a life-affirming tool that propels personal and professional growth. It's about highlighting what's working well and encouraging more of it. Focusing on the strengths of your employees boosts morale and enhances performance. It is a positive cycle that has been shown to generate superb results.

Research by the Corporate Leadership Council (2002) found that emphasising strengths can lead to a 36.4% improvement in performance. Whereas focusing on weakness is linked to a negative decline in performance of 26.8%. This dramatic contrast underscores the effectiveness of strengths-based feedback in boosting productivity, morale and employee contribution.

Without regular feedback, employees can feel like they're operating in a vacuum. Guessing the impact of their efforts can breed uncertainty and disengagement. This is why regular feedback conversations with your team are crucial, it eliminates guesswork and creates a positive and open conversation.

At each stage of the Contribution Curve, we emphasise strengths-based feedback. This approach not only builds confidence but also places employees in a positive mental spiral, which benefits the entire team culture. Additionally, it feels great as a manager to give positive feedback to your team.

Make feedback a daily habit

Feedback should be a daily practice, not an occasional intervention. When managers concentrate on what individuals do well, employees feel valued and understood. This recognition is a powerful motivator, driving employees to excel and deliver greater contribution to an organisation that they feel a valued part of.

Make giving and receiving feedback a regular part of your interaction with your team, peers and manager. By developing this habit, you will be promoting continuous improvement and encouraging a vibrant, engaging workplace culture.

Remember, the right feedback at the right time can transform how your employees feel about their roles and the company. With positive feedback, your employees will grow in confidence, be more engaged and contribute to the company at a higher level.

Want to improve your feedback skills?

People contribute at their highest level when they have the right tools and capabilities to work productively in their roles. In our Power of Strengths-Based Feedback course, we will help you create a culture of learning and continuous improvement by equipping you and your team with the skills and confidence to give and receive strengths-based feedback.

Improving Working Relationships with Transactional Analysis

Understanding Communication

The last few years have seen a huge shift in the way we work. The office is no longer the hub for all work, instead many of us are working in hybrid roles and splitting our time between the office and remote working. With this additional complexity, now more than ever effective communication and key working relationships are essential for business success.

One psychological theory that sheds light on the complexities of workplace interactions is Transactional Analysis (TA), developed by Eric Berne. In this blog, we explore what TA is, its impact on interactions with colleagues, and how understanding TA can improve working relationships and contribute to organisational success.

What is Transactional Analysis?

Transactional Analysis is a theory of personality and provides a systematic approach to how we relate to and interact with others. At its core, TA is about understanding the ego states that drive human behaviour. These states are categorised into three distinct types:

• Parent: when in this state we tend to think, feel and behave based on our experiences from our upbringing and interactions with our parents/caregivers. We tend to be authoritative, critical and focused on rules, norms and how things should be done.

• Adult: The Adult ego state is about rationality and objectivity. It’s concerned with the here and now, dealing with current situations based on current experiences, and not influenced by the past.

• Child: This state reflects the thoughts, feelings and behaviours that we experienced from our childhood. It can be spontaneous and intuitive, or it can be rebellious and disobedient. External circumstances trigger different responses.    

Impact on Workplace Interactions

Every interaction at work involves these three different ego states and understanding them can explain a lot about workplace dynamics. For instance, a conversation between two colleagues might go awry if one is speaking from the critical Parent state and the other is responding from the rebellious Child state. Recognising these states can help in realigning conversations for more productive outcomes.

Whilst Adult – Adult interactions are often viewed as the most mature and effective for problem-solving and communication, that doesn’t imply that it’s the only effective approach. Each of the three ego states – Parent, Adult, and Child – serves a purpose and can be appropriate in different contexts. The key is to understand when and how to use these states effectively.

• Adult-Adult Interactions: These are typically seen as the most balanced and constructive. They involve rational thinking, problem-solving, and direct communication. In a workplace setting, Adult-Adult interactions are ideal for most professional discussions, decision-making processes, and conflict resolution.

• Parent-Child Interactions: These can be healthy and necessary in certain situations. For example, a nurturing Parent role can be beneficial in mentoring or coaching scenarios, where guidance, support, and care are needed. Similarly, the Child state can be a source of creativity, spontaneity, and innovation.

• Parent-Parent and Child-Child Interactions: Even interactions involving two Parent or two Child states can be appropriate in certain contexts. For instance, two people in the Parent state might effectively collaborate on establishing rules or guidelines. Similarly, two individuals in the Child state might engage in brainstorming sessions, tapping into their creativity and spontaneity.

Improving Working Relationships

The healthiness of an interaction in Transactional Analysis is about people understanding how to adapt and respond. It's important to be able to switch between states as the situation demands. A good leader, for example, might predominantly interact in an Adult-Adult mode but can adopt a Parent role for providing guidance or a Child role to encourage creativity and openness. Here's how Transactional Analysis can improve your team’s interaction and enhance their contribution.

Enhanced Communication

By understanding and identifying ego states, your team can aim for Adult-Adult interactions that are more likely to result in rational, constructive dialogues.

Conflict Resolution

Transactional Analysis provides a framework for understanding the underlying dynamics in conflicts. Recognising when conversations are misaligned allows your team members to shift their approach and de-escalate potential conflicts.

Leadership Development

As a leader, you can use Transactional Analysis to adjust your management style, moving between nurturing and authoritative as the situation demands. By being flexible you can support your team members in the most effective way and improve your team’s overall contribution.

Empathy and Understanding

Understanding where your colleagues are coming from, in terms of their ego states, can foster greater empathy, patience and more supportive relationships.

Personal Development

Transactional Analysis is not just about understanding others, it’s also a tool for self-awareness. Being able to understand and reflect on your own principal ego state can lead to personal growth and improved professional contribution.

Increasing Contribution Within an Organisation

Transactional Analysis is a practical tool that, when understood and applied, can significantly improve how you interact with others in the workplace.

What's crucial in TA is your awareness of which ego state you are operating from and whether it's appropriate for the situation. Problems often arise when there is a mismatch in states (like a critical Parent talking to a rebellious Child), leading to ineffective communication and conflict.

When TA is understood and applied, it can transform an organisation's culture. Communication becomes more open and effective, leadership becomes more adaptive and empathetic, and team contribution improves. This leads to a more harmonious workplace where creativity, productivity, and collaboration thrive.

How can Transactional Analysis benefit you and your team?

Our programmes help our clients transform their team dynamics and build the contribution of each of their people. This has enabled organisations to fulfil their purpose, make an impact and achieve sustained contribution, value, and success.

Take a look at our Key Relationship theme courses and find out how we can help your organisation.

Unlocking the Future

a Crowd Idea Sourcing Opportunity

Treehouse are leading an exciting crowd idea sourcing activity which will take emerging Science & Technology signals derived from Horizon Scanning to unlock their potential by bringing great minds together in an ‘invite only’ forum.

We will be creating new ideas around the signals to see how they may influence our future, every week there will be new signals to discuss and futures to unlock.

We thank you for all the interest that this activity has generated. Application to join this programme is now closed.

Increasing Team Contribution Through Insights Discovery

Understanding Yourself and Others

At the heart of every organisation lie its people, it is their effective communication, collaboration and contribution that is the foundation of a successful business. In today’s complex work environments, it is more important than ever to help people understand themselves, and the people they work with, so that they can be effective and contribute at their highest level, whether that’s working as part of a high-functioning team or leading others with authenticity.

What is Insights Discovery

The start of this journey is Insights Discovery, a diagnostic tool rooted in the principles of Carl Jung’s psychology and modernised to meet the challenges of today's working environment. Insights Discovery uses psychometric testing to provide people with insights into their own preferences for working. It employs an easy-to-understand four-colour framework that helps us to understand ourselves and others. While we possess all four colour energies, it's our unique blend that creates our distinctive personalities. These colour energies epitomise the traits and behaviours that come most naturally to us, reflecting our innate preferences.

Colour Energies

Insights Discovery uses a four-colour model to represent our different personality preferences. The four colours are: 

• Cool Blue – cautious, precise, deliberate, questioning, formal.

• Earth Green – caring, encouraging, sharing, patient, relaxed

• Sunshine Yellow – social, dynamic, demonstrative, enthusiastic, persuasive.

• Fiery Red – competitive, demanding, determined, strong-willed, purposeful.

We are all a unique mix of these four colour energies with usually one dominant preference. The dominant colour energy typically determines how and why we communicate and interact the way we do. Through the lens of this powerful psychometric tool, managers and teams are able to better appreciate each other’s strengths and weaknesses and uncover new ways to connect, collaborate, and innovate.

Using Insights Discovery to Elevate Contribution

The four-colour energy model acts as a common language for individuals to better understand each other.  They find value in Insights Discovery for adapting their style, building rapport and strengthening their professional relationships.  For organisations, Insights Discover helps with improving communication, reducing conflict, enhancing teamwork, and promoting self-awareness. Here's how Insights Discovery can transform working key relationships and boost your team dynamics.

Developing Self-Awareness:

Understanding ourselves is the cornerstone of effective leadership and collaboration. Insights Discovery helps managers and leaders recognise their strengths, preferences, and potential areas of growth. When managers are self-aware, they're better equipped to lead with empathy, delegate effectively, and make informed decisions.

Celebrating Diversity:

Every team is a mosaic of different personalities and work styles. While this diversity is a strength, it can also lead to misunderstandings. The Insights Discovery colour-coded model offers a simple yet profound way to appreciate the diversity within a team. By celebrating these differences, teams can use individual strengths to create a culture where everyone feels valued and understood.

Improving Communication:

Miscommunication can be a constant source of conflict in the workplace. Insights Discovery equips teams with the language and understanding to communicate more effectively. Managers can tailor their communication style to resonate with each team member. This ensures clarity and reduces the chance of misunderstandings.

Enhancing Conflict Resolution:

Differences in opinion and approach are inevitable within a team. Insights Discovery training helps people to understand the underlying preferences that influence behaviour. This understanding can remove emotion from conflicts, making it easier to address issues objectively and find common ground.

Boosting Team Contribution:

When team members understand each other's work preferences, they can collaborate more easily. Whether it's a Fiery Red individual taking the lead on driving results or a Cool Blue peer managing the details, Insights Discovery lights up the pathways for more effective collaboration and greater contribution.

Improving Leadership Strategies:

No two teams are the same, and effective leadership requires adaptability. Insights Discovery provides managers with an understanding of their leadership style and how it might be perceived by different team members. Equipped with this knowledge, managers can adjust their approach to motivate, inspire, and lead their teams more effectively.

Strengthening Customer and Supplier Relationships:

The benefits of Insights Discovery aren’t limited to internal team dynamics. Customer-facing and supplier-facing teams can use their understanding of personality preferences to connect better with their customers, suppliers and the wider ecosystem of industry peers. By tailoring their approach, they can resonate with different personalities to achieve more meaningful outcomes. 

The Human Element

People contribute at their highest level when they understand themselves better. Insights Discovery offers managers and leaders a bridge to deeper understanding, better collaboration, and more meaningful connections in the workplace. Equipped with this understanding they can build effective and high-performing teams and develop strong relationships with their direct reports, other colleagues, peers and the wider ecosystem of partners and suppliers. By embracing the methodology of Insights Discovery, managers and their teams can connect and collaborate with others creating a working environment where innovation, contribution and growth can flourish.

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Insights Discovery: © The Insights Group Ltd, 2023. All rights reserved.

The Power of Storytelling in Business

Creating a Lasting Impact

The love of stories is a universal human trait that transcends age. They spark our imagination, challenge our thinking, present complex ideas that stimulate our intellectual curiosity and encourage reflection. Stories can be a catalyst for change in our lives. 

Storytelling

This course dhows managers how to create a narrative using the 'rollercoaster' method which can be adapted to any situation.

Learn More

Using a narrative in communication is like weaving a captivating tale. You find yourself fascinated, eagerly awaiting each twist and turn. The emotional highs and lows, the villains and heroes - yes, even in the business world - come to life, transporting you into a world conjured solely by the speaker's imagination.

Now, imagine if more of your business communications had that same lasting impact. Investing time in creating a narrative isn't just about making your words more engaging; it's about effectiveness. A well-crafted story ensures that your message is not only heard but retained. It becomes more than mere information; it turns into an experience that your audience carries with them.

Building Emotional Connections

The human psyche is hardwired to respond to stories. We connect, remember, and engage with narratives that stir our emotions. In business, storytelling helps create an emotional connection between your brand and your customers. A well-crafted story can turn an ordinary product or service description into an engaging narrative that resonates with your audience. The purpose is to put your audience at the heart of your story and show how your solution benefits them. Here are some of the ways storytelling benefits business.

Simplifying Complexity

Some products or services can be complex and difficult to explain. Storytelling enables organisations to break down intricate ideas into digestible and relatable pieces. By framing information within a story, companies can make their offerings more accessible and appealing to potential customers.

Crafting a Strong Brand Identity

Your brand's story is the essence of your business. It's what sets you apart from your competition. Whether it's your origin story, your purpose, or the impact you want to make in the world, storytelling helps you convey these core aspects. It's about creating a narrative that aligns with your target audience and resonates with their needs and the outcomes they want to achieve.

Influencing Decisions

By telling a compelling story, you can guide customers through their decision-making process. Storytelling allows you to paint a vivid picture of how your product or service fits into the customer's life, how it solves a problem, and why it's the best choice.

Building Trust and Credibility

Trust is the cornerstone of any business relationship. Sharing real stories of success, challenges, or how your business made a difference can build credibility and trust with your audience. Authentic and transparent storytelling communicates that your business is not just about making a profit, but about values, integrity, and community.

Inspiring and Motivating Teams

Internally, storytelling can be a powerful tool for inspiring employees. Sharing the company's purpose, way and impact, celebrating successes, and learning from failures through stories encourages a sense of community and alignment within the team.

Elevate Your Communication

Storytelling is more than just weaving words together; it's about creating connections, conveying values, inspiring action, and building relationships. It is a strategic tool that can elevate your communication to a new level of connection with your audience, increasing the chances that what you say will be remembered.

Managers and business leaders who understand the power of storytelling are better positioned to influence, engage, and create lasting connections with their audience. In a world where information is abundant, standing out is crucial. The next time you speak to your audience, ask yourself, "What's my story?" and use the art of storytelling to reach minds and hearts.

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More on Generating Engagement

Managers who practise positive engagement with, and beyond, their teams create a more enjoyable, productive, and successful work environment.

Find out more about the link between team engagement and business outcomes and our generating engagement theme courses which include:

• Influencing without Authority and

• Storytelling

Influencing without Authority

Influence without Authority

Rethinking the Traditional Hierarchy

Instead of thinking about organisations being hierarchical, vertical structures where people are grouped according to their technical expertise, think of them in a new way. Imagine organisations as horizontal flows of value, where raw materials, either physical or intellectual, flow through various departments. Each stage adds value, eventually culminating in a product or service-enriched with value and tailored to the customer’s needs.

Influencing without Authority Course

Learn how to forge positive working relationships for life and build a deeper sense of community and belonging.

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Delivering customer delight is how organisations make money and grow. The traditional hierarchy structure has some benefits as it groups people together enabling them to build their technical skills within their formal community. But times are changing. Increasingly organisations are operating like networks of people who come together in cross-functional teams to deliver for customers.

Functional Stovepipes

For example, consider the process of building a new plane. In a traditional organisation, there would be a hierarchical structure, dividing the workforce into specific functions like design, engineering, safety, manufacturing, procurement, and commercial roles. However, the construction of a plane requires a more cohesive approach.

These various people need to collaborate cross-functionally to guide the project from inception to completion. This process requires a seamless transition between departments, where metal is transformed through various stages of design, honing, testing, commercialising, and manufacturing. Value is created along a chain that flows through all these functional stovepipes, establishing a clear and efficient path to the finished product.

In the complex world of building a plane, a traditional command-and-control style of management falls short. Direct orders like 'do this' or 'do it this way' become ineffective when they clash with the collaborative and cross-functional nature of the work. The old 'tell' style of leadership is outdated, and thankfully so – after all, no one appreciates being dictated to.

Fluid and Adaptive Culture

Organisations need to be more agile, nurturing environments where people are encouraged to think for themselves and make decisions based on their unique skills and expertise. This approach not only leads to greater contribution from employees but also promotes a fluid and adaptive culture. The ability to influence without direct authority is not just valuable; it's essential. People collaborate and lead through persuasion and mutual respect, creating a more responsive and dynamic workplace.

So, what does it mean to influence without wielding direct authority? This approach isn't as straightforward as telling people what to do, but it’s more powerful and the potential is vast. It can forge positive working relationships and deepen a sense of community and belonging, which in turn increases employee engagement and retention.

Influencing without authority revolves around understanding four key aspects: What, Who, Why, and How.

• What: To understand this, first establish what falls within your sphere of influence. You might find that your reach extends further than you thought.

• Who: Identify who are your internal and external customers and who do you need to influence. Keep in mind that your time is precious, so it needs to be invested wisely.

• Why: What are the interests and motivations of those you aim to influence. What drives them? Why would they be responsive to your ideas?

• How: Creating influence starts with a shared vision and goal. It involves gathering a group of people together whose focus points roughly in the same direction. To influence others, you first need to understand your own motivations. What drives you? How do you prefer to work? How does that align with others' preferences? Influence also involves asking insightful questions, actively listening, finding common ground, and reaching agreement on the actions each person will take.

Mutual Respect

Influencing without authority isn't simple, but it is powerful. Success in influencing others hinges on recognising the importance of listening and understanding over simply imparting wisdom. It's not just about sharing your knowledge; it's about genuinely hearing others and building a network of trust.

By focusing on the development of trusting relationships, you lay the foundation for influence that resonates. The employees who stand out and become the most sought-after are those who continually hone their ability to influence others effectively, recognising that the path to true collaboration lies in building positive relationships, based on empathy and mutual respect, and creating engaged, cohesive teams.

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More on Generating Engagement

Managers who practise positive engagement with, and beyond, their teams create a more enjoyable, productive, and successful work environment.

Find out more about the link between team engagement and business outcomes and our generating engagement theme courses which include:

• Influencing without Authority and

• Storytelling

Are you investing your time wisely?

Do we understand the value of time?

How often have you heard the phrase “time is money”? The commonly used expression emphasises the value of our time in economic terms. It conveys the message that our time is a finite resource that should be valued and used efficiently. However, how many of us understand the value of our time?

Decoding your value

Most of us have a view of what we are paid (whether that is enough or not is a topic for another day!), and some of us may know what our hourly rate is. Most employees know what their companies do and how much profit or turnover the company makes each year. But how many of us understand the correlation between our hourly rate and the turnover the company needs to achieve to cover that cost?

For some, keeping abreast of the company’s financial statements and share price might be a regular pastime, for others it falls lower on the priority list. However, regardless of individual inclinations, all employees should have a fundamental understanding of what drives their company's profitability and the role they play in contributing to its success. Recognising the factors that lead to profitability empowers employees to make informed decisions and align their efforts with the organisation's goals, fostering a sense of ownership and engagement in their work.

for every hour an employee dedicates to their work, the company must generate a staggering £500 worth of turnover just to pay their salary and keep the lights on.

Picture this, as employees we have a clear perspective on our hourly pay, let us say £50 per hour. Treehouse client research has shown that typically, a company needs to generate ten times that amount in turnover to be successful. This means for every hour an employee dedicates to their work, the company must generate a staggering £500 worth of turnover just to pay their salary and keep the lights on.

Freelancers and consultants have a distinct advantage when it comes to understanding their value and worth. With invoicing based on hourly or daily rates, their time holds direct monetary value. However, for salaried employees, recognising the impact and significance of each hour contributed to the company's success can be more challenging.

Is this worth my time and the company’s money?

In our previous example, we discussed an hourly rate of £50 and the need to generate ten times that amount in turnover. Now, picture a meeting with 10 attendees, each earning £50 per hour. Based on our equation that meeting alone should deliver a value of £5000. Did your attendance, along with others, individually contribute £500 of value?

While this viewpoint may be simplistic, it highlights the significance of recognising the value of your time, which often exceeds your hourly rate. It's not just time you are investing; it's a more complex financial equation where your contributions hold immense value. By understanding the value of your time and contribution, you gain the ability to prioritise and manage your time more effectively.

As an employee, your working week consists of a limited number of hours. The crucial question you should ask yourself is this: "Am I investing my hours in activities that enable me to make the greatest impact?" Contribution extends beyond revenue generation; it encompasses achieving your objectives, making a meaningful contribution to your company, and nurturing your personal growth and goals.

Maximising time and impact

Envision having £2000 at your disposal this week, where each £50 represents an hour of your precious time. Now, consider this: What will you invest that £2000 in? Which activities hold the greatest potential for contributing value to your company's success? Are there opportunities to reframe your perception of time, such as shortening meetings to 45 minutes instead of the standard hour, or 20 minutes instead of 30 minutes? Can you automate routine tasks or delegate responsibilities to others whose skills are better suited? The ultimate goal is to maximise the return on investment of your time and make strategic choices that produce the most significant impact.

But remember, life is not just about work. It’s essential to our wellbeing that life encompasses various aspects beyond work and finding that balance is vital for a sustainable and fulfilling lifestyle. Do not forget to prioritise your family, friends, hobbies, self-care, as well ample sleep, and relaxation. To be the best version of ourselves, we cannot afford to be running on empty.

Effective planning and coordination involve aligning our efforts with what truly matters, both professionally and personally, ensuring that each hour spent counts towards a fulfilling and balanced life.

The Roadmap to Success

How SMART Objectives and Meaningful Goals Foster Clarity, Collaboration, and Alignment

Setting objectives and goals is an essential part of personal and professional growth.

Setting Direction Course

How to establish and communicate your team’s Purpose, Way (of working) and Impact on the organisation plus how to set SMART Objectives and Meaningful Goals to help get them there.

Learn More

The SMART framework is useful for setting clear and actionable objectives. Each component of the SMART acronym - Specific, Measurable, Achievable, Relevant, and Time-bound - plays an important role and serves a purpose:

• Specific: ensures objectives are well defined and answer important questions of who, what, where, when, and why.

• Measurable: allows for quantifiable progress to be measured and evaluated objectively.

• Achievable: considers available resources, skills, constraints and if the objectives are realistic and attainable.

• Relevant: ensures objectives are aligned with broader goals and contribute to the overall mission or purpose of the team/organisation.

• Time-bound: focuses on objectives having a specific timeframe or deadline, providing a sense of urgency, and enabling effective planning and tracking.

SMART objectives focus on the tangible aspects of goal setting, emphasising clarity, measurability, and feasibility. Whilst the SMART framework provides a structured approach, it's equally important to consider three critical aspects that enhance goal effectiveness: clarity, collaboration, and alignment. In this blog, we will explore how these elements contribute to the success and meaningfulness of goals.

Clear Goals: The Foundation of Success

To ensure objectives are effective, they must be expressed in plain English and easily understood by all stakeholders. They should leave no room for ambiguity and provide a roadmap for action. A good objective not only meets the SMART criteria but also provides guidance on what needs to be done today, tomorrow, next week, and beyond. By fostering clarity, individuals can direct their efforts with precision and focus.

Collaborative Objective Setting: Ownership and Alignment

Developing objectives collaboratively creates a shared point of view among team members. When goals are co-created, there is better clarity, enhanced alignment, and a sense of ownership among all involved. By actively involving team members in the goal-setting process, managers can tap into diverse perspectives, expertise, and insights. This collaborative approach fosters a sense of shared responsibility and engagement, leading to higher levels of commitment and goal achievement.

Alignment: Everyone Pointed in the Same Direction

For goals to be truly effective, they need to be aligned with the broader objectives of the organisation. Aligning individual goals with departmental goals, which, in turn, align with the organisation's purpose, creates a seamless flow of purpose, way, and impact. When everyone understands how their work contributes to the overall mission, there is a heightened sense of clarity, consistency, and momentum. It's crucial to ensure that every employee knows how their goals align with the organisation's purpose, and how their contribution is making an impact. This fosters a cohesive and focused environment because when people know that their daily tasks contribute to the organisation's goals, they feel inspired and valued. This drives them to work more effectively towards a common purpose, resulting in greater job satisfaction, purpose, and employee retention.

Fulfilment, Purpose, and Alignment

Whilst SMART objectives focus on the tangible aspects of goal setting, emphasising clarity, measurability, and feasibility, meaningful goals emphasise the significance and purpose behind the goals being set. While they can still incorporate the SMART principles, meaningful goals go beyond the specific framework and consider the deeper motivation and personal or organisational values associated with the goals.

Meaningful goals encompass personal values, align with organisational missions, foster personal growth, and aim for social impact. They provide employees with a sense of fulfilment, purpose, and alignment with their core values. These goals contribute to the broader mission and vision of organisations while promoting personal development and making a positive difference in society.

Linking Purpose, Impact, and Personal Motivation

In the pursuit of meaningful goals, it's essential to consider the connecting point between purpose, impact, and personal motivation. The highest level of contribution occurs when customer needs, organisational purpose, and personal motivation align. Recruiting individuals whose personal motivation aligns with the organisation's purpose and customer needs is key. When their values and aspirations are in harmony with the organisation, they are more likely to be engaged and committed to achieving exceptional results.

Meaningful Recruitment and Retention

Recruiting individuals for their personal motivation and values, and training for skills is a powerful strategy. When hiring, organisations should seek individuals who genuinely care about their industry and are driven to make a difference for the customer. Aligning personal motivations with the organisation’s purpose sets the stage for meaningful work.

In terms of retention, it's important to match internal job opportunities with individuals whose motivation aligns with the role. Granting autonomy over goal definition allows employees to contribute to the organisation's purpose while feeling a sense of ownership and fulfilment.

The Significance of SMART Objectives and Meaningful Goals

The significance of SMART objectives and meaningful goals lies in their ability to drive clarity, focus, and success in personal and organisational endeavours.

SMART goals serve as a structured framework for effective goal setting. However, to unlock their full potential, goals must also embody clarity, collaboration, and alignment. By combining these three aspects, goals become more effective and meaningful. Clear goals provide a clear direction, collaborative goals foster teamwork and engagement, and aligned goals ensure that efforts are directed towards common objectives, enhancing overall productivity and success.

By setting SMART objectives and embracing meaningful goals, individuals and organisations can drive success, create meaningful impact, and foster a cohesive and purpose-driven environment. Ultimately, by linking personal motivations with the organisation's purpose, individuals can contribute their best work and achieve impactful results.

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ARE YOUR MANAGERS EQUIPPED TO SET SMART Objectives and Meaningful Goals?

Find out with our manager capability diagnostic and growth plan:

Our Manager Capability Diagnostic has helped many of our clients understand their managers' management and leadership capability. With this information, Treehouse has been able to set, run and measure growth plans for each individual and report back on the success.

Take a look at our diagnostic and find out how we can help your managers set direction across their teams.

WINNERS - London and the South Excellence in Supply Awards 2023

Reducing the gender pay gap and empowering women in NHS Finance and Procurement

Go team Treehouse, we did it! Last month we won the NHS Excellence in Supply Award in the Support Services category!  We were pitted against a number of prominent supply chain organisations; for a training programme to come out on top was a fantastic achievement.

The award recognised our work in the Thrive programme in 2022 for Barts Health NHS Trust. Treehouse partnered with key stakeholders at NHS Barts to design and deliver a programme with the purpose of helping women in Finance and Procurement at NHS Barts to overcome the barriers and challenges they face in their roles. The programme helped to equip women aspiring to senior positions with the tools and self-belief to pursue and win those roles. And for women at all management levels, the programme enabled them to feel more empowered in their careers and working lives.

Since completing the Thrive programme, four women have been promoted to senior roles and the Finance and Procurement gender pay gap has reduced by 6 points from 10.3% in March 2021 to 4% in January 2023.

For more on the Thrive programme and what it entailed please take a look at our case study.

Goodbye mission, vision, and values: The flexible alternative you need to know!

Throw away the Business Textbook

Open any business management book and there will be a chapter about establishing your mission, vision, and value statements. The point of creating these statements is to give the organisation focus, consistency, and direction. But what happens when they are too rigid or outdated and constrain innovation and creativity? Think about your own organisation, do you know what the mission, vision, and values are? How long ago were they created? Are they even still relevant?

In today’s business environment organisations need to be adaptable and dynamic to respond to market forces and societal shifts. Management theory that dates back to the 1960s is no longer fit for purpose in today’s competitive and rapidly changing world.

Breaking free from rigid business models

It’s time to consign to the past the rigid model of mission, vision, and values (along with shoulder pads and power suits). In today's rapidly changing and uncertain world, relying on a fixed mission, vision, and values is not enough to set the future direction for an organisation. It's difficult to have a 10-year vision when the future is unpredictable.

Inspiring Creativity and Flexibility: Purpose, Way and Impact

Instead, organisations should focus on clarifying their purpose and being more adaptable to change. This means emphasising the "why" and "how" and being flexible about the "what" which can evolve over time. By inspiring creativity and action, and enabling people to connect with the purpose, organisations can respond to changing times and thrive in a volatile environment.

Rather than vague statements, what organisations need is a new model for setting direction that is flexible and adaptable. Purpose, way, and impact deliver a framework that can flex to changes in the market, industry, or society, allowing organisations to respond quickly to new challenges or opportunities. Taking this approach allows companies to pivot their strategies, when necessary, without having to completely overhaul their guiding principles.

Why fixed plans can lead to failure

The problem with mission, vision, and value concept is that it can impede an organisation’s effectiveness due to the lack of flexibility and adaptability. When a company's mission, vision, and values are rigid and inflexible, it inhibits people from being able to adapt to changes in the market, industry, or society. This can limit a company's ability to innovate and grow, making it difficult to achieve its goals.

Another challenge is the difficulty in measuring success. Unlike concrete metrics such as revenue and profits, mission, vision, and values are abstract concepts that are difficult to quantify. This can make it challenging for organisations to establish whether they are achieving their goals or not.

The purpose of mission, vision, and values is to guide a company's overall direction, but what if they are not effective? Some organisations have mission statements that are too broad or generic, lack meaningful values, or fail to align with their business strategy. If employees can’t understand how their work contributes to the company's goals, this will inevitably lead to a lack of engagement or motivation. When mission, vision, and values are disconnected from day-to-day operations, they become empty slogans that fail to resonate with employees or customers.

From static statement to measurable impact

Instead of a fixed vision, let’s leap forward with a new model for setting direction. Purpose, Way, and Impact provides organisations with a concept that is inspiring, flexible, and aligned with achieving measurable impact.

• Purpose: stating the change that you want to make.

• Way: the behaviours and the unique way you will make things happen. 

• Impact: how the organisation will make the world and people’s lives better.

When a company's purpose, way, and impact are clearly defined, it becomes easier for employees to understand how their work contributes to the company's overall goals. This can lead to increased engagement, passion, motivation and job satisfaction among employees.

Lastly, by focusing on measurable outcomes, organisations can determine whether they are achieving their goals and make data-driven decisions. This can help companies improve their performance and achieve greater success.

Setting direction that delivers impact

As a leader, you hold the power to scale both your own and your team’s contribution and impact to the organisation. The choices you make every day are instrumental in determining the direction and success of your team.

To increase your own impact and contribution, it is essential to lead through your people. You cannot achieve everything on your own, and working collaboratively with your team will achieve greater outcomes.

One key aspect of leading effectively is to set meaningful goals for yourself and your team. These goals should be ambitious yet achievable and be aligned with the overall purpose and strategy of the organisation. To ensure that you and your team are making progress towards your goals, break them down into smaller milestones that you can work towards on a regular basis. This can be done on a quarterly, monthly, weekly, and daily basis.

Why setting direction matters

During a visit to the NASA Space Centre in 1962, President Kennedy noticed a janitor carrying a broom. He interrupted his tour, walked over to the man, and said: “Hi, I'm Jack Kennedy, what are you doing?” The janitor responded: “I'm helping put a man on the moon, Mr President.”

When people know that their daily tasks contribute to the organisation's goals, they feel inspired and valued. This drives them to work more effectively towards a common purpose, resulting in greater job satisfaction, purpose, and employee retention. And when employees are fulfilled in their work, it leads to improved overall performance and reduced turnover costs.

But why does contribution matter so much? Simply put, it's the driving force behind the success and growth of any organisation. When employees feel that their contributions are valuable, they become more motivated, engaged, and productive. This, in turn, leads to innovation and success, benefiting the organisation as a whole.

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Need some help uncovering your Purpose, Way and Impact?

Through our setting direction course, we’ll help you set the direction for your organisation

When people understand an organisation’s purpose, way, and impact, they can more easily connect and be inspired by it – and when people are inspired, they contribute more.

Our setting direction course equips managers with the tools to help them establish a focused yet flexible Purpose and Way of working for their teams.  They will learn how to make a difference and get everyone lined up in the same direction to collectively make a positive contribution to your organisation’s goals.

What is the Manager Mindset?

Different Types of Managers

What type of managers does your company employ? How has their previous experience of management and experience shaped their approach to management? Are they inspirational and supportive of their team or the complete opposite? The manager mindset is not just about a manager’s skills and abilities. It’s about the person; their attitudes, beliefs, values, and habits, all of which shape their approach to managing and leading their team.

The manager mindset defines the way a manager approaches their role, how they take on and dispense responsibilities, the strategies they employ and their overarching philosophy towards leading their team or organisation. For example, a manager with a collaborative mindset will value teamwork and cooperation. Whereas a manager with a control-orientated mindset will be focused on maintaining control and micromanaging.

The myriad of manager mindsets

There are many different manager mindsets, as people are a result of their unique experiences, attitude and values. Mindsets are also not fixed and will evolve over time based on many different factors, particularly if the manager has undergone training or not.

These mindsets are also indicators of where the manager fits on their Contribution Curve. The Contribution Curve is a ‘soft-skills-based’ competency framework which provides insights and guidance to turning managers and leaders into top contributors in their organisation.

Here we outline some of the more common manager mindsets and where they align with stages on the Contribution Curve.

The Reactive Mindset

This type of manager is task orientated and focused on the here and now within their team. Their thinking is driven by the desire to get tasks completed and solve customer or supplier problems when they arise.

Managers with a Reactive Mindset typically sit under the first step of the Contribution Curve.

Growth Mindset

This type of manager embraces both challenges and failures, seeing them as opportunities for learning and improvement. They are focused on their team’s potential and developing their personal and professional growth.

Managers with a Growth Mindset typically sit under the ‘Directing’ step of the Contribution Curve.

Results-Driven Mindset:

The number one priority for this type of manager is achieving targets and maximising efficiency. Their focus is on getting the job done at all costs and often at the expense of developing their team.

Managers with a Results-Driven Mindset typically sit under the ‘Controlling’ step of the Contribution Curve.

Collaborative Mindset

Teamwork and open communication are at the forefront of this manager’s approach. They thrive on collaboration and actively encourage their team members to work together, share ideas and provide support for one another.

Managers with a Collaborative Mindset typically sit under the ‘Facilitating’ step of the Contribution Curve.

Consultative Mindset

The consultative mindset is a way of thinking that places the needs of the client first which involves asking questions, listening carefully, and seeking to understand the client's perspective before offering advice or solutions. This mindset is characterised by empathy, curiosity, and a willingness to learn from the client. It is about developing trust and credibility by demonstrating expertise, sharing insights, and working collaboratively with the client to achieve their goals.

Transformative Mindset

Managers with this mindset want to make positive changes, not just within their team but across the organisation. They are innovative and adaptable managers that will take risks to drive change – and actively encourage their team to do the same.

Managers with a Transformative Mindset typically sit under the ‘Leading’ step of the Contribution Curve.

Empowering Mindset

This type of manager doesn’t shine unless their team shines too. Their focus is on empowering their team to succeed by giving them the tools and resources needed, then delegating responsibilities and encouraging the team to take the lead on projects.

Managers with an Empowering Mindset typically sit under the ‘Directing’ step of the Contribution Curve.

Control-Oriented Mindset

With a reputation for being a micromanager, this type of manager struggles to relinquish control and delegate tasks. With a focus on order and structure, a manager with a control-oriented mindset tends to hold back team members because of their inability to develop them.

Managers with a Control-Oriented Mindset typically sit under the ‘Controlling’ step of the Contribution Curve.

Why a manager’s mindset is important

In a nutshell, a manager’s mindset can decide a team’s success or failure. The manager sets the tone, direction and culture of the team or organisation. Their attitude and approach can either inspire or demotivate team members and ultimately impact their productivity, motivation and morale.

It might be a cliché to say that people don’t leave bad companies, they leave bad managers. However, this scenario happens all the time. Managers shape a team’s culture and can either encourage a collaborative and innovative environment or foster a culture of blame and fear. Managers affect employee morale and motivation, either by supporting and valuing the team or by being critical and negative, leaving the team feeling demotivated and disengaged.

A good manager is a role model for their team and their mindset can set the example of how the team can approach their work. A manager with a positive and growth-oriented mindset can inspire team members to adopt a similar mindset and strive for continuous improvement. This helps the team reach their next level of effectiveness, it’s not only good for team morale but also productivity and revenue.

Can a mindset be changed?

Yes! We have worked with many leaders and managers over the years and not one of them aspired to be a ‘bad’ or ineffective manager. Too often people are promoted into a role because they have excelled in their individual contribution and promotion is the reward.

Being a manager can be challenging and requires a wide range of skills including communication, decision-making, delegation, problem-solving, and interpersonal skills. Managers need to have a clear vision and direction for their team, inspire and motivate their team members, and help them achieve their goals.

Most managers have good intentions but due to lack of training, guidance, and support the role of manager can be a poisoned chalice. A trained manager with a positive mindset not only boosts individual contribution across the team, but also attracts, hires, and inspires great people. In a competitive employment market with ever-increasing gaps in the talent pool, a manager with a positive mindset increases team resilience and reduces costly churn.

Establishing a manager mindset that enables the team to develop and succeed, requires managers to shine a light on their attitudes, beliefs, values, and habits. By understanding their existing thought patterns and becoming more self-aware of their automatic response, it’s possible for managers to replace negativity with more positive and productive patterns of thought.

Management Development Programme

A capability diagnostic and growth plan for your managers.

Our Management Development Programme has helped many of our clients to transform their management and leadership capability by building the contribution of each of their people. This has enabled organisations to fulfil their purpose, make an impact and achieve sustained contribution, value and success.

Get in touch and find out how we can help your organisation.

More Reading

Thinking Theme: The Manager’s Mindset

What a manager mindset is and how it impacts an organisation.

Learn More

The Manager’s Mindset Course

How to manage people and contribute through others.

Learn More

Shattering the Top Five Myths of Management

The Misconceptions of Management

The world of management is a topic that has been extensively written about, wander into the business section of any bookstore and you will find shelves groaning under the weight of management strategies. There are many misconceptions and myths about management that could rattle the most experienced of managers, let alone novices embarking on their first role.

Over the years we have worked with many companies to develop their managers and in that time, we have come across many myths, rumours, and misconceptions. Firstly, let’s be clear, managers are essential and play a critical role within organisations. Myths and misconceptions of management can be harmful to the newly promoted manager keen to make a difference with the team and organisation. So, let’s set about busting the management myths that could be holding newly back newly promoted managers or experienced managers stuck in a ‘reactive’ mindset.

Myth 1: Managers who delegate relinquish control of team outcomes

Delegation is an important management skill that brings with it the benefits of improving team efficiency, promoting employee development, and allowing managers to focus on higher-level tasks. Delegation does not mean abdication – it is not about giving up authority and responsibility!

Instead, it is a shift of decision-making authority on a task from the manager to a team member. Effective delegation involves providing clear guidance, setting expectations, and following up to ensure that tasks are completed to a high standard. The manager remains responsible and accountable for the outcome of the delegated task.

Managers with a reactive mindset can often struggle to delegate as their focus is on the here and now - allocating people to the tasks at hand and addressing immediate capability needs. Reactive managers often were once the team expert, and so relish an opportunity to roll up their sleeves and help. Sounds ideal but, with the manager adopting the role of expert, the team is directionless.

Managers that have been promoted from being the team expert can tend to stick closely to what they know, and not develop the skills they need to manage and lead the team. This can be disguised as wanting to ‘keep their hand in’ or being a ‘hands-on’ manager. Both are important but a manager with a reacting mindset is not only failing to develop their team, but they are also not developing as a manager - and that can lead to reduced contribution from everyone, including the manager.

Myth 2: Management is career advancement

You have a star performer in your team of experts that shines above the rest, who works diligently and delivers for customers, partners, and the team. You want to reward them, as they clearly have great potential, so the obvious next step is a promotion to manager. And that’s when the problems begin.

Management is not career advancement, it is a career change, a cross-functional move into something new. If a company said they were going to promote a salesperson into the role of an accountant without training and development, there would be a few eyebrows raised. This happens to new managers so regularly it is almost standard practice in many companies.

Managers thrust into this position are like deer caught in headlights, they allocate people to tasks, reacting to problems as they emerge, and the focus is on maintaining staffing levels to deal with immediate needs. Tasks may get ticked off the list, but you could hardly say the team is firing on all cylinders.

There are key differences between being a subject matter expert and being a manager, including the need to oversee team dynamics, set priorities, and communicate effectively. Without doubt, subject matter expertise can be a valuable asset for managers, but it is not the only factor that determines success in a managerial role.

Effective management requires qualities and skills such as leadership, communication, delegation, and strategic thinking. Without training and development new managers, or team experts that were thrust into the role without any development can remain stuck in a reactive mindset due to the lack of coaching to progress their manager mindset to the next level.

Myth 3: A manager’s role is to ensure tasks are completed

As a manager, it is your responsibility to establish your team's vision, values, and goals, clarify objectives and set expectations with customers and suppliers.

Managers with a reactive mindset can become so preoccupied with completing the tasks for the day that they overlook the importance of supporting employee development, fostering a positive team culture, and promoting innovation and creativity.  By never looking up and out on how their team adds to the organisation, reactive managers risk delivering a reduced contribution from the entire team, including themselves.

Focusing purely on the here and now, the immediate tasks and tactics is incredibly short-sighted and places the manager in a position of constantly reacting to emerging problems. Taking a broader, more holistic approach to management, delivers benefits across the team, including improved employee engagement and retention, higher levels of productivity and innovation, and stronger relationships with customers and stakeholders.

Myth 4: Good managers should help the team by addressing immediate problems and concerns

There is a common misconception that effective management is all about putting out fires and resolving immediate problems. Many managers fall into the trap of reactive management, where they only focus on solving problems as they arise. While this approach may seem practical in the short term, it can lead to missed opportunities for growth and improvement.

By taking a wider view of the business, managers can identify potential areas for growth and improvement, anticipate challenges before they arise, and build stronger relationships with stakeholders. Proactive management leads to a more sustainable and successful business model.

Effective management requires more than just putting out fires. By taking a proactive, strategic approach, managers can unlock their team’s full potential and develop an effective and efficient department that contributes highly.

Myth 5: There is a single strategy to being a good manager

Probably the biggest myth of them all. There are libraries of management books dedicated to bombarding managers with messages and promises of how a particular methodology can transform them into a good manager.  The reality is that being a manager can be challenging, and there's no one-size-fits-all strategy that guarantees success.

The effectiveness of a manager depends on a variety of factors, including their leadership style, communication skills, and mindset. Effective managers need to be able to adapt their leadership style to the situation at hand and the needs of their team members.

Communication is also key, and managers must be able to communicate effectively with their team members, as well as with stakeholders such as customers, suppliers, and executives. Effective communication involves active listening, clear articulation of expectations, and providing feedback that is specific, constructive, and timely.

Contribution not performance

When it comes to employment, people seek more than just a salary. They want to feel valued, trusted, and fulfilled in their roles. However, managers with a reactive mindset can inadvertently undermine these desires by obsessing over performance metrics at the expense of everything else. This narrow focus can actually hinder productivity and create a toxic work environment.

When a manager's primary goal is to meet goals and targets, it can lead to a short-sighted approach that ignores the bigger picture. Employees may feel undervalued and resentful, leading to poor morale and high turnover rates.

Shifting the focus from performance to contribution can create a more efficient, effective, and agile team. Rather than just hitting numbers, the emphasis is on how team members can make a positive difference to the team and the company as a whole. This approach can foster a culture of innovation, collaboration, and creativity, where employees feel valued and engaged. By promoting a sense of purpose and autonomy, managers can inspire their teams to work together toward shared goals, resulting in increased productivity and better outcomes.

Our training programmes offer managers personalised development so they can develop their own style of management that allows them to contribute highly through others.

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A Tailored learning journey for managers

Treehouse develops and delivers tailored learning growth plans for managers based on the results from an initial management capability diagnostic.

These growth plans and activities including coaching, action learning sets and self-learning help managers with a reactive mindset to adopt a more positive approach and develop their management capability leading to more productive behaviours and ultimately, success for the team and the company.

Management Development Programme

A capability diagnostics and growth plan for your managers.

Learn More

The Power of a Coaching Mindset

Unleashing Resilience: How a Coaching Mindset can Transform Your Team

Leaders with a coaching mindset understand that people are resourceful. Often, they are far more resourceful than the organisation gives them credit for – and often more resourceful than the person believes themselves to be. In times of change, wouldn’t it be of immense benefit to have resilient and resourceful people in your organisation?  People that are skilled and able to adapt to shifting organisational priorities and goals.

A manager with a coaching mindset takes every opportunity to grow the capability and contribution of their people. They do this by facilitating the learning, development, and performance of their employees, both formally and informally, in whichever way will work best for the individual. This type of manager understands that when people are valued and trusted it inspires self-motivation, and a willingness to step outside of their comfort zones.

A Coaching Mindset: Unlock the Power of your Team

How to increase your own headspace and grow the capability of your organisation.

Learn More about our Course

Coaching managers not only build the skills and experience of the people in their team but also their confidence, engagement, and sense of agency. When your employees are engaged, confident and proactive, they are more likely to be agile in their approach and cope better under pressure. Empowered to get on with the job, your employees are more likely to innovate and will pivot, when necessary, without waiting for instruction. At the same time, your people will know when to check in and feel able to ask for help.

Shedding the weight of being too responsible

Being responsible for your team is an essential quality of leadership however it is possible to be too responsible.  It is important to strike a balance and avoid taking ownership for the entire teams’ actions, emotions, mistakes, and problems.

One reason leaders may take on too much responsibility is a lack of trust in their team. This can stem from a variety of factors, including a fear of failure or a desire to maintain control. However, not delegating responsibilities can limit the growth and development of your people, as well as hinder the overall success of the organisation. By not trusting others to complete tasks, leaders can also miss out on innovative solutions that may come from their team members.

On the other hand, leaders may also take on too much responsibility because they don't want to overburden their team. In times of crisis or uncertainty, it's natural to want to protect and support those around us. However, leaders need to recognise that their people are capable and can rise to the occasion when given the opportunity.

When times are tough and your people are overwhelmed, a coaching mindset helps to unlock your team’s full potential. Delegating tasks, empowering team members, and trusting them to take ownership of their work creates a more productive, positive, and empowering culture. Which ultimately leads to a stronger and more successful organisation.

The building blocks of a coaching mindset: key elements of success

A coaching mindset is not about giving instructions, solving problems for your people, or persuading them that your way of doing things is the best, and only, way forward. It’s about helping your team to grow and contribute in their own way. After all, each of us has a unique set of strengths and skills based on our lived experiences. While your coaching approach might vary, depending on the knowledge and understanding of the different people in your team, here are some key elements that form the foundation of a coaching mindset.

• Active Listening - are you really listening to your people? Are you listening with your eyes and your heart as well as your ears and your mind? Don’t listen to respond. Listen to understand, encourage, and facilitate learning and positive action.

• Being Curious - if you’re not getting what you think you want out of a person, instead of getting frustrated, get curious. What’s going on for them? Are they worried about failing? What’s holding them back? Scratch under the surface by asking questions beginning with ‘What’ and ‘How’. This can really help someone to explore their own thoughts, feelings, and behaviours.

• Supportive - in a coaching conversation your focus is on encouraging your people to identify and achieve their goals. You are not there to save them, protect them or admonish them. You are there to support their thinking and learning; to increase their resourcefulness.

• Encouraging Action - learning comes from doing the work itself. As a manager with a coaching mindset, once you’ve helped to facilitate the thinking you then need to encourage action. What could they do differently? What are they going to try? When will you review together how it’s going and what they’ve learnt so far? Help them plan to succeed and then offer a space for reflection.

• Trust - managing with a coaching mindset means moving away from a position of control to a position of trust and empowerment. Give them the freedom to operate (within a framework, if necessary), be open to new approaches and always be supportive.

The benefits of a coaching approach to leadership

A leader with a coaching mindset is not a hero, a guru, or an analyst. They are not there to rescue, be the expert or analyse the problem (or the person). They understand that there is more than one way to cut a cake, and they do not insist that their solution or method is the only way forward. It takes a level of trust and confidence to give your people space to grow but the benefits are worth it and impactful for both the team and the organisation.

Coaching for Success: How a Coaching Mindset Can Transform Your Organisation:

• Develops high levels of capability and contribution.

• Creates a positive and empowering work environment which leads to improved performance and productivity.

• Encourages continuous learning and improvement, which can lead to greater job satisfaction and retention.

• Increases resourcefulness, problem-solving capability, and resilience.

• Fosters greater flexibility and adaptability to change.

• Creates a pipeline of talent and strong succession planning.

Empowering Your Team: The Benefits of a Coaching Culture in the Workplace:

• Provides clarity of purpose with everyone working proactively towards the organisation’s goals.

• Ensures high levels of performance and contribution.

• Enhances learning and career development which increases job satisfaction and retention.

• Supports empowerment and autonomy, where employees take ownership of their own development and problem-solving.

• Builds a productive, mutually respectful working relationship.

• Increases confidence, self-belief, and accountability.

Unleash your leadership potential!

Organisations are facing unprecedented challenges and now more than ever require impactful leaders that can make their organisations resilient, forward-thinking, and sustainable. Courageous and conscientious leadership that brings people together and empowers them to be more resourceful, capable, and resilient will positively benefit organisations and help them to be agile in uncertain times. 

A coaching mindset is a powerful tool for empowering individuals and driving success within organisations. By focusing on empathy, active listening, supportiveness, goal orientation, growth mindset, and solution-focused thinking, individuals can be empowered to reach their full potential and make meaningful contributions to their organisations. With a commitment to ongoing growth and development, organisations can create a culture of collaboration, innovation, and success that benefits everyone involved.

Talk to the Treehouse team today about developing a coaching mindset for your managers and helping them become impactful leaders.

Develop the Coaching Mindset with us

Professional Facilitation delivers 300% ROI

A difficult management situation to solve

A client recently approached us to facilitate a Senior Leadership Team (SLT) away day focused on resourcing strategy, in particular resolving a people capacity issue. 

In a nutshell, the team had more work than people able to do it (sound familiar?). The SLT wanted to get the whole management team together to determine how they best approach this situation to deliver the critical work, and meet customer expectations, without overloading the employees. A fine balancing act!

Extra complications were that:

• each Group within the Division needed to have a say on each other’s capacity plan due to the interrelatedness of the work

• previous events had been run over two days and had not effectively addressed the challenges. Instead, the result was too many people out of the office for too long without sufficient outcomes generated.

An inspired Treehouse solution

Using the 4D approach (Diagnose, Develop, Deliver, Do) we realised that this brief was all about the ‘dance-card’ – how to bring together the Groups to have collaborative conversations in an efficient but effective manner.

(For the mathematicians reading this you might be interested to know that due to the many Groups involved we used triangular numbers to create the dance-card).

The Treehouse team designed and facilitated a workshop for 47 people with the clear objective to identify the work that needs to be done, prioritise it, and determine the best approach for that work - whether completed internally or externally, parked or binned.

Recommendations from the workshops were shared with the SLT, who then made decisions and gave feedback to the Groups on the very same day.

Given the capacity constraints, we knew the workshop had to be efficient and deliver effective recommendations so that definitive decisions could be made at the end of the away day. The Treehouse team were able to structure the workshops and achieve delivery of results in one day that ran 0930-1630hrs.

Outcomes delivered in half the time

The recommendations and decisions made from the workshops enabled the SLT to plan workloads and operations using the available resource capacity. The client was relieved to have the visibility to resource projects and meet customer expectations without overburdening employees.

In addition, sensible, clear decisions on the next steps were made and communicated to the Groups at the workshop, resulting in work being reallocated immediately without any hesitancy.

Each Group felt involved and listened to – they had their say on work priorities and how it should be allocated.

The workshop delivered a 300% return on investment for the client as the Treehouse professional facilitators were able to design and deliver a strategy away day that took just one day, not the expected two. The entire workshop also came in at £2k under budget, which was also a nice bonus for the client.

The delighted client commented;

“I’m super happy with what you’ve achieved! We got the answers we needed in half the time we originally estimated. It has saved us more than £30,000 of taxpayers’ money!”

Treehouse has since been asked back by the client to help them with a new challenge, which is always great recognition of a job well done!

University and Treehouse receive £110k funding from Innovate UK

The partnership between Treehouse and the University of Gloucestershire, aimed at driving innovation in data science, has received £110k in Government funding. 

The University’s School of Computing and Engineering is collaborating with Treehouse in carrying out industry-led research and developing new products, processes and services through work around data science.

The project is being carried out as a Knowledge Transfer Partnership – a partly Government-funded programme bringing together businesses and universities.

The £110k in funding has been provided by the Government-backed agency Innovate UK, which supports innovation in all sectors, technologies and UK regions, with an additional £54k from Treehouse Partners, bringing the total project funding to £164k.

Dr Will Sayers, Senior Lecturer in Cyber Computing within the School of Computing and Engineering, said: “We’re delighted to have achieved funding from Innovate UK for a project that we hope will go a long way to promoting innovation around data science.

“The work will enable Treehouse Partners to develop an online data-science driven platform that can complement the current services they offer their clients around training, learning and coaching, as well as providing essential data insights that will further advance research in this area.”

— Dr Will Sayers, Senior Lecturer in Cyber Computing at University of Gloucestershire

See the full press release here

Update 14/01/2025 - this partnership has delivered the Capability Unlocked tool which helps organisations assess skills, identify gaps, and recommend tailored development plans to enhance individual and team performance.

The 7 Stances of the Marvellous Manager

What makes a marvellous manager?

Many ambitious employees want to become managers and believe they will make excellent managers. After all, if they are successful in their current role, it’s obvious they will automatically excel in leading a team, right?

It is often said that people don’t leave bad companies, they leave bad managers. As the Great Resignation highlighted, employees want substance from their managers.

Rather than fancy coffee machines at the office, employees want managers that can communicate goals effectively and set the future focus. Employees want to be coached and empowered to achieve their goals and work for managers that make sure the organisational environment is supportive to delivering success.

No-one becomes a great manager overnight, however too often people are promoted into management roles because they have the right technical skills for the department. What is forgotten too often are soft skills. Does the manager have the capability to manage their team well? Has their ability kept pace with their role?

The world has changed, the rigid hierarchical management practices and bureaucratic processes of the past has no place in today’s modern working environment. Here we identify seven characteristics of a great manager.

Thinker

“It is not enough to have a good mind. The main thing is to use it well.”

— René Descartes

Great managers know that the ability to think, assess and understand an issue is vital to resolving it. However, sometimes it is important to act even in the absence of complete understanding. This is where good intuition coupled with rational thinking is invaluable and it is vital that managers recognise that the ability to think is a critical asset. It needs to be developed, through training and practice, in the same way as any other business skill. 

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Coach

Just like sports coaches help their team to get to peak performance, great managers know that to help their employees achieve next level effectiveness they need to coach them. That means asking questions instead of delivering answers, supporting rather than judging, building rapport and relationships with your team and providing constructive feedback.

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Enabler

For a team to be successful it needs to understand its part within the organisation and the wider ecosystem including customers, suppliers, and competitors. A good manager knows this and focuses on building networks and relationships with this ecosystem, anticipating challenges and opportunities, to enable their team to effectively perform.

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Facilitator

The manager as a facilitator creates the conditions for the team to work collaboratively, developing mutual understanding, learning, insight, and action. Facilitation goes hand in hand with employee empowerment, bringing out the team’s collective skills, knowledge, and creativity to complete goals.

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Empowerer

Effective empowerment creates the right environment for high performance, and a great manager knows this. An empowerer builds each team member’s confidence in their ability, and the team's capacity, to execute the mission and achieve the desired goals. Empowered employees have greater self-confidence, are keen to develop their skills and use these for the benefit of the team and the company.

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Decision maker

Making decisions is part of the role of a manager, in fact, it’s a fairly big and crucial part. Effective decision-making involves understanding what information you need to inform your decision and applying your skills to select the most appropriate approach going forwards. Great decision-making is about understanding the risks and uncertainty involved, whether they are acceptable and the impact on your team and organisation’s objectives.

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Environment setter

Great managers create the right environment for employees to learn, develop and thrive. They give people the tools and resources to learn the things that they need to learn, to perform well in their roles and grow in their careers.

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Great managers shine – because their team shines

“A leader is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.”

— Nelson Mandela

Great managers put their team first. They set the direction then manage relationships, generate engagement, develop people, innovate, and generate positive change. They lead from underneath and act like a supporting mesh – scooping people up and pointing them in the right direction. Being a great manager is about getting the right balance of support and challenge to motivate and inspire each person to contribute fully and make a lasting difference towards the success of the business.

Raise the Bar

Employees contribute more when they are trusted, given meaningful goals, and empowered to look beyond short-term tasks. When people are empowered, they look at the wider ecosystem of a team, company, customers, suppliers, and the market sector. They ensure their contribution is making a difference, which is good for company culture, productivity and efficiency.

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Improving the Contribution of Managers

The Treehouse Contribution Programme helps organisations, and their employees realise their full potential and become better contributors. Find out more on how Treehouse can help your company can increase opportunity, productivity and develop a sustainable culture fit for the future.

Creating leaders of the future through the power of contribution

Leaders of the Future

We talked in detail about creating change through people in our previous blog “From me to we: Creating Change through Contribution”.  And that contribution is so much more than performance.  A high performer consistently completes their tasks and objective on time, on budget and on spec but yet a high contributor goes the extra mile, they are proactive, spotting challenges before they become issues, they are forward thinkers, innovators and they spot opportunities and act upon them.

It is contribution that makes the difference. 

The perception of leadership and management 

Do you see a leader as a:

• Hero

• Problem solver

• Expert

• High achiever

• Firefighter

• Responder

• Budget holder?

Or do you see a leader as a:

• Thinker

• Coach

• Enabler

• Facilitator

• Empowerer

• Decision maker

• Environment setter?

The misconception of what makes a good manager is common. Have you ever promoted a high technical performer to become a team leader or manager and then wondered why they struggle to deliver and contribute in that role?

Changing people’s view of management 

At the Treehouse we help change people’s view of management and thereafter their capability as a manager. From a manager as the Hero – the person who leaps into action to help the team solve problems and firefight – the one who is the expert and the highest achiever in the team. This is exacerbated by the media and film industry’s portrayal of people in charge who are like superman or wonder woman; saving the day; generally standing at the front and being the hero.

This way of operating is common in knowledge-based organisations, where the ‘currency’ is technical know-how and expertise. People are generally promoted to be the team manager or team leader because they are a great technical expert and deserve a promotion. Still, in reality, a management role is a cross-functional move – it needs a different set of skills to do the job well.

Without high-quality, tailored management development, the new first-line manager doesn’t understand the role; they don’t do the management aspects, instead, they act as the hero or simply add their pair of hands to that of the team, roll up their sleeves and help, and double down when there is an issue that requires technical expertise. The impact of this promotion is that the org has lost its best technical expert and gained a rubbish manager. They have turned a high contributor into a low one in an instant.

Lose-lose.

The Role of Servant Leader

Instead, there is a different, more helpful and accurate view of the management role – that of the manager as thinker, coach, enabler, decision maker, empowerer and environment setter.

Sometimes called Servant Leaders, this manager puts their team first; they set the direction then manage relationships, generate engagement, develop people, innovate and generate positive change. This manager leads from underneath; they are like a supporting mesh – scooping people up, pointing them in the right direction and getting the right balance of support and challenge to motivate and inspire each person to contribute fully and make a lasting difference towards the success of the business.

Creating an environment where ‘contribution’ supports new leaders

The first stage of any new job is to learn and absorb contribution for the business by taking it in from other people. This takes time and happens every time you enter a new role no matter your position.

The individual contribution of team members is the engine – the brain, hands and feet of the company. Their contribution will increase as their technical skills develop. The better team members are at their job, the greater the contribution.

Managers will contribute through other people and are distinctly different to leaders who set the strategic direction. They will also diminish their contribution every time they roll up their sleeves to add an extra pair of hands. They may think they are helping but often they are interfering and impeding the progress of the experts they manage.

It’s an extremely difficult concept for first-time managers and a different mindset.  The transition from being an individual contributor to contributing through others is really hard if not given the right support. They risk becoming frustrated and de-motivated when their efforts are not successful.

Leaders are the internal entrepreneurs who set the strategic direction.  They rely on their highly contributing managers. If managers do their job poorly, they create a situation where leaders need ‘manage down’. This leaves leaders distracted and diminishes their contribution - no one is doing their job well, the strategy suffers and the organisation's long-term sustainability becomes harder to achieve.

So how do we create our leaders of the future?

The change we ignite through contribution in a business is simply getting to a state where:

• Leaders are Leading

• Managers are Managing

• Deputies are Developing

• Team Members are Doing 

And we do this through moving people through the relevant contribution curve through a contribution learning programme. 

Team Members

Team members start their Contribution Curve at the learning stage, and through practise (lots and lots of it!), they have developed and honed their technical skills to reach the peak of their technical mastery at the accomplishing level.

While it would make sense that mastery of a skill should be at the top of their contribution curve, honing a skill can only develop a team so far. Collaboration is the next step to achieving success in a company. Working across an organisation, mentoring others and allowing them to step in and help too is more important than individual progression alone. At the very top of the team members' contribution curve is deputising where they are practising at being a manager and taking on greater leadership roles ready to feed into the manager's curve.

Managers, the leaders of the future

The bottom of their contribution curve is all about the task and your planning horizon is minutes hours days and as you progress to the top of their curve, more longer-term strategies are set concerning for months and years.

At the reacting level, there is reduced contribution from everyone because the managers are not doing the management role.  They are fighting fires, responding to issues, acting as heroes (as mentioned earlier) and very much bogged down in the detail and thinking for the team.

A manager who’s in control has the right team at the right level with the right skills at the right time.  They get results every time, a contented team who are consistently delivering customer satisfaction.

But we want more.

We want delighted customers.  At the directing level, we get an empowered, agile, fulfilled team that contributes highly and you end up with happy customers and loyal suppliers.  This is where your attention starts to drift from down into your team and across into your peers and you start contributing across a wider system.

Then at facilitating what you get is real, effective and efficient contribution.  Much more than performance, you get innovation, you generate opportunity and you consistently delight the customer all of the time.  With very high employee satisfaction, your team becomes magnetic with people queuing to join the department.

And finally, at leading, your attention is up and out into the wider market with long-term partnerships and sustainable revenue streams.  You are thinking in months and years rather than hours, days and weeks.  You are taking the strategic narrative from the business leaders and turning it into language and meaningful goals for your teams to act on.

This translation function joins up the team, so they are all pointed in the right direction and all understand what they are doing on a daily basis.  It is also a translation function which runs in the opposite direction, taking the employee voice (from those at the coal face), and turning it into insights to inform the strategic direction.

The manager of the future is a conduit, cutting through organisational treacle to create seamless communication.

Treehouse Contribution Programme

Treehouse provide tailor-made programmes that recognise the culture and structure of the organisation and ensure that managers are coached in a way that will move them from being doers to thinkers and direction setters, and people who see the big picture and the contribution they must make.

You can find out more about out Contribution Programme here and how we use it to transform reacting managers into leaders.

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Treehouse Contribution Programme

Treehouse provide tailor-made programmes that recognise the culture and structure of the organisation and ensure that managers are coached in a way that will move them from being doers to thinkers and direction setters, and people who see the big picture and the contribution they must make.

You can find out more about out Contribution Programme here and how we use it to transform reacting managers into leaders.