Laura Hodkinson

My thoughts on the Team Management Profile, having used the profile for over twenty five years.

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All the links in one place here.

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Why are so many organisations still putting up so many barriers to accessing learning in the workplace? Stop it. On Friday, I received some very unexpected and lovely feedback from an employee who had been involved in a number of different training initiatives last week like our Signature Skills programme and our one-off workshop with Sarah Morgan all around navigating the workplace with ADHD. They mentioned how, after being with a previous employer for several years where development was non-existent, to the point they were made to write a business case for training that cost £60 (and it was still rejected!), they thought it amazing to be part of an organisation that "put their money where their mouth is" when it came to employee development and really "cared about developing their employees". Their words not mine! They mentioned how they had been talking to their partner about all of the different things they were currently involved in to aid their development, none of which were at a cost to them 🤯 At Good Energy, we not only give everyone £500 each year to spend on their development but we also have a variety of training programmes that anyone can access. Things like: ✨ Signature Skills. A programme covering things like Radical Candor, Taming Your Advice Monsters and Unconscious Bias. 💼 Good Career Programme. A mini-MBA where you grow your personal development skills and commercial understanding of how Good Energy works. 🚀 Good to Lead. Our in-house leadership programme where we use Insights Discovery to develop personal awareness alongside practical skills like Managing Up and Building Resilience. We, of course, couldn't do this without working with incredible partners like People Sorted, Pecan Partnership and Sarah Morgan 💛 Keep an eye our careers page if you too are fed up with a lack of development opportunities because it's a priority over here! https://lnkd.in/edU7BJEW

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The forgotten art of MBWA Which we could really use today Management By Walking Around (MBWA) The unstructured and no-agenda approach To checking in on your people And get a feel for what's happening around you No amount of efficient meeting structures Project and task management software Or engagement and pulse survey Will replace the human connection in leadership. And remember, If you are going to do MBWA, The idea is NOT to do the talking or messaging But rather to do the listening And then doing something about it after! ——————————— 🔔 Follow for more. 🚀 Get the best out of your leaders and teams. 💬 Get in touch to find out how.

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"Comprehensive leadership training helps to build a team that's more confident, motivated and unified. Not only does this ultimately improve quality of care, but also helps with loyalty within the team, supporting retention and providing stability that benefits those we support.” #dubai #leadership #leadershipcoaching #socialcare #healthcare https://lnkd.in/gqBndkm2

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*Totally* unrelated to politics I have been thinking a lot about change recently… Change is constant, and many of us are planning, leading and implementing serious transformation projects within our organisations I broadly break change down into: Substance - what actually is the change? Form - how is the change being effected? Both are important. Form without substance isn’t actually change. Substance without form results in carnage. Defining Substance requires strategy and clarity of thought - what are you trying to achieve and why? Avoid this being rooted in ideology (politicians) and shiny tech (corporates), but rather tie it back to overarching objectives Designing Form means dealing with people. Managing and leading. Inspiring behavioural adjustments. Role modelling. Communicating. It’s hard, but incredible rewarding. #transformation #change #leadership

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Two webinars for you to be aware of. Please share with your friends and colleagues that are interested in building a career in organisational change and transformation. 'Your Roadmap to Leading Transformation: Master these 9 Pillars for Success' promises to be an insightful and engaging event - we have two dates available; 12th November - 18:00 - 18:45 13th November - 17:30 - 18:15 Book on to either via the Eventbrite links in the comments below #TheTransformationStrategist #transformationleaders #organisationaltransformation #changemanagement #businesstransformation #webinar

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✍ Weeknote: 7th - 14th June 2024 🌀 Facilitation/ Consulting - A wonderful day co-facilitating an NHS department's culture away day on Monday. 70 people! I haven't facilitated a room this big since 2018. I've mostly been facilitating quite small groups for the past few years, so my facilitation style has become quite soft to match that intimacy. To hold a room this big requires a different presence, a dialling up of energy, part holding, part performance. I enjoyed it! Apart from the fact I left my make-up bag at home so had to facilitate in front of a massive room bare-faced -- other pale Celtic vampires will know the trauma of this 🧛‍♀️ - Launched, via email, mine, Laura Malan and Fran Cook's new venture (my new LinkedIn profile image is a clue...), very exciting! We're launching on LinkedIn next week, so watch out for that... - I had 2 potential clients reach out for initial chats about Autumn work (including a team I've worked with 3x before, love repeat business!), so I'm feeling a bit better about my light summer pipeline. *I have facilitation/ consulting capacity for the autumn, get in touch if you'd like to explore working together* 🌿 Coaching - 2x coaching sessions - 1x supervision session. We talked about my contracting process and what could be better, skillful interruptions (again -- it's my current learning edge) and working with what's happening relationally between coach and client. ✍ Writing - A lot of editing of content for the new venture, excited to share it next week! 👯 Chats - A wonderful IRL hang with Christina Watson in Brighton, talking all things grief and joy (see photo of pebbly Brighton beach!) 🔮 Energy and vibe check - A meeting-light week, as I needed recovery time from the NHS away day facilitation - I'm having a vulnerability hangover from launching something quite personal into the world (the new venture), combined with post-facilitation energy dip, so I spent Thursday afteroon in bed resting (alright, watching Bridgerton), and this is why freelancing is so boss. 📖 Reading (links below) - Roxana Bacian ACC's post on boundaries and transference in coaching (link in comments below)

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I have been doing lots of thinking about inclusion and how we support a more diverse workforce in engineering. I think a balanced, systematic approach has got to be the way. Inclusive leadership AND targeted interventions to support minority groups. Today I wanted to talk a bit about inclusive leadership and share some stories, more than I could put into a post – so I’ve written a short article. But to entice you to read the article I will say a few things. I’ve had lots of chats about inclusion recently and the term ally has come up a few times – I think I’d rather say inclusive leader. My sense is that allyship can get a bit performative and isn’t always action focussed. Plus inclusive leader spans the many and intersecting areas of the human experience which all need to be supported. (I am always, open to discussing this if you have a different view, as it’s nuanced and I am always looking to reflect on my views – part of why I am sharing here.) So in the article I share some stories of small actions leaders across my career have taken to help me feel included. All of the people in these stories were men, the majority humble and probably didn’t realise exactly how they had helped me. But some of the common themes of their actions were: ·      They noticed – they were aware enough to see that perhaps that I looked uncomfortable, perhaps that something was new, that they could easily help ·      They were kind – they took simple action and it had a kind tone and a sense of care about it ·      They listened to me – and through this they understood and I felt valued ·      They were a bit vulnerable– they shared their story or a sense of how they felt ·      They made an effort – they did something that they did not have to do – it was a choice, it took a tiny bit of extra effort – but the impact was very significant to me I’d love to hear your reactions to the stories, what have you experienced and what themes would you pull out of what makes an inclusive leader? #InclusiveLeadership #LeadershipDevelopment #Mentorship #WorkplaceInclusion #EmployeeEngagement #CareerGrowth #SupportiveWorkplace #ProfessionalDevelopment #EmpathyAtWork #DiversityAndInclusion https://lnkd.in/eZK8gVvn

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How do you plan and lead a transformation programme? Often leaders just focus on the 'rational' plan - milestones, timescales, costs and other KPIs. However, as we know can all go wrong when the programme hits the reality of people! Our research shows that there are four critical elements of what we call the human system dynamic that need to be understood and worked with via deep listening, understanding what is said and not said and bold decision making: 1. Ownership: from the few to the many 2. Power: listening to, understanding and working with the winners and the losers 3. Confidence: walking the right path between myopia and utopia 4. Capability: balancing the need for evolution and revolution To learn more - please read our White Paper that can be found at https://lnkd.in/erHkvRhH

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Access to HR advice and guidance is essential for business. HR advice and guidance covers the whole spectrum of the employee lifecycle:- HR Advice and Guidance To Maximise Your People Contribution https://bit.ly/2SMSHhi @pdiscoveryuk #humanresources #hradviceandguidance

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Interested in neurodiversity at work? My colleague Marianna Zajac has conducted excellent research with over 600 ND individuals about key barriers and enablers at work. The report can be accessed through the link below 👀

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I genuinely believe that we make it complicated to put people off. It's no secret, the hardest part of being a consultant (contractor) is the admin side to it all. Well for me anyway. Even though I pay for an accountant. AND have people to ask. I still get confused when someone says to me 'you need to get the ABC with an XYZ' Huh? What now? Explain yourself! And what really annoys me, is that after the panic attack of not understanding. I do the thing and it was easy. As in, I literally had to tick a box and add a code that was sent to me. (Via post, come on now HMRC, get with times). If you're thinking about starting a business, side-hustle or freelancing - let me tell you this, it really isn't all that complicated. I pinky swear. What you don't know now, you will soon pick up. Don't let not knowing or fear of the admin-unknown put you off. #freelance #business

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A bijou yet bold book advocating for meaningful change in our school system—a system that has the potential to adapt and embrace the unique needs of children with ADHD and other cognitive differences. Big congrats Jannine Perryman MA PGCE 👏. This is a call to action for educators, parents, and policymakers to reimagine education in a way that honours neurodiversity and supports all learning styles. Let's create an environment where every child can thrive. #ADHD #Neurodiversity #SystemicChange #InclusiveEducation #ADHDAwareness I’d love to connect with you to: 🤝 Co-create neuro-inclusive collaboration working sessions & team coaching 🚀 Develop emotional intelligence within your teams, harnessing strengths, and developing psychological safety 🌈 1:1 Coaching discovery call: ADHD, Empowerment & Leadership Coaching

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It was great to work with PepTalk on this and join some of the best of the best who share their wisdom. Content should be planting seeds for us all to grow, this is what #peptalk do very well. Link here - https://lnkd.in/dQvcraC4

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Today I wanted to discuss with you all about the #Gender and #Ethnicity #PayGap, as the report for the year has been released on the 31st of March. I was sitting on a council group meeting the other day which focuses around these topics and #accessibility, and I asked about the measurement. Here's what I asked: As we now live in a time where gender is much more in the open than it was even just a few years ago, never mind 5, 10, 20 years ago. When reports are given regarding things like "More #women in positions of seniority, more #ethnic people in the work place, figures are up etc." How does this account for more people that now identify as (or have had their gender changed to) something else as this could skew the figures surely? The answer was that all figures are taken from #HMRC that only asks the gender given at birth of male or female. So my thoughts on this were as follows: 1. If someone goes into a work place and states that they are male, they look #male and/or they sound male etc. But they were #female at birth, surely that goes as a FEMALE in the workplace. If that person rises because the company is still quite "old-school" and puts a 'Male' into a position of power, then that has is completely the wrong data for the purpose of trying to report on #equality? 2. On another hand, if a business is #modern and #inclusive and accepts people for their chosen gender, and promotes them, or puts them into say a '#tech role' (which has been male dominated for a while like many other industries) because they deserve it no matter their gender, then all that comes down to is what they were assigned at birth. Once again, not a reflection on #inclusivity changes at all. So, yeah, I'm not sure where this is going other than opening this up for discussion. Does anyone know if anything is being done about this to create a more modern method of analysis❓ Perhaps a line could be drawn on a certain year when it changes to a more inclusive measurement and we start again from there with data figures❓ Is that too difficult and/or wrong when looking at our change over a longer time❓ Please discuss, I'm eager to know and learn more. Thanks.

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We all know there is a gap between what businesses say and do around Purpose, but we often don't ask employees what they think... We've done that and measured the gap between what organisations say about Purpose and what their employees think... In fact almost half of those we surveyed said they might leave their roles because of this purpose gap... Want to know more about the gap, the reasons for it and potential strategies for closing it? Join our webinar next Tuesday - details below...

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Want to know how big the Purpose Gap is and how to close it? Then join our webinar this coming Tuesday - details below. We'll be sharing the latest insights on the gap employees see between what businesses and brands say their purpose is and what they are doing in practice as well as a perspective on how to close this gap within business..

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Before I read this blog, by Change Management Expert Kerrie Smit, I thought Enterprise Change Management (ECM) and Transformational Change were the same. I was wrong. Transformational Change tends to be disruptive, as the organisation undertakes large-scale strategic change to remain competitive, which usually involves restructuring, mergers, or shifts in business models. Enterprise Change Management (ECM) focuses on embedding a culture of continuous improvement and change readiness by aligning all change initiatives with strategic goals and integrating changes into operations. This approach increases agility and business resilience. ECM resonates with me as being akin to a portfolio approach, ensuring alignment, improving communications, and reducing waste throughout the organisation. It builds on many management concepts and should suit organisations that need more than just a few change projects. https://lnkd.in/ew2QCgQY #enterprisechangemanagent #changemanagement 

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