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3 steps to problem-solving – faster, better, simpler

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Problem-solving is the number one quality people most want from their leaders in 2020 according to LinkedIn research. An overwhelming 68% of professionals surveyed cited problem-solving, above time management 44%, and empathy at 38% as the critical leadership quality. For those of you who would prefer to watch a video on the three steps, you can view my recording below otherwise, scroll past the video to continue reading the article. What distinguishes human’s competitive advantage from artificial intelligence, is the alignment of our  HEAD ,  HEART  and  GUT . Our intellect, emotions and intuitions. The  Head brain  has the potential to naturally perform cognitive processes like making predictions and forecasts about future situations, creating new solutions, performing counterfactual thinking (the ability to imagine what can be and identify alternative outcomes), recognising patterns, experimenting and reflecting, learning, creating and solving problems in sophisticated
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How to improve leadership and motivation in a crazy, busy world

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In this crazy, busy world, leaders need to change even faster. Often trying to be more agile and achieve more with less is a constant and tiring struggle. You can break out of the cycle of craziness and become much more effective when you understand your energy and motivation. Knowing your own energy, giving motivational drivers and those of your team, your colleagues, clients, customers and key stakeholders, cuts through the craziness and helps you deliver what’s needed simpler, better and faster. We were lucky enough to have the opportunity to chat with Jane Thomas on a webinar about the brilliant new book book, ‘Mapping Motivation for Leadership’ that she wrote with the Creator of Motivational Maps, James Sale.   You can catch up on the webinar below. The problem is, our energy-giving motivators are as dynamic and changing as the world around us. It is as important to understand which motivators GIVE you energy and which one’s DRAIN your energy. Many people are li
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6 Steps for Navigating Unpredictability

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The world is increasingly moving in unexpected ways. Are you moving with it? Fast enough? Is the world outside your organisation changing faster than inside? Is your outside world changing faster than your inner capacity to be agile? Are you and your team adapting fast enough? These questions I ask of myself and of the leaders and teams we develop at Full Potential Group. Sparked by a groundbreaking session by Frans Johansson at the global ICF conference in Prague. The 6 steps of his new model for navigating unpredictability are: Always look for opportunities to change the rules of the game- question your assumptions and ensure you have diverse perspectives to reframe your thinking Draw inspiration from fields and cultures other than your own-leverage expertise and fine the sweet spot intersection between different perspectives and experiences Place more bets and try more ideas. All new ideas are combinations of existing ideas. Picasso experimented with 50,000 works o
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The most important leadership skills to develop

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Developing leadership skills is seen as a top priority for business leaders, yet with everyone working at a new pace and scale, identifying the most relevant skills to focus on and making time to learn are huge challenges. A new report  “Striking Balance with Whole Brain Leadership to achieve competitive agility” from Accenture , cuts to the chase. For leaders to solve complex business problems, quickly and more productively, they need to learn how to use their whole brain. Change requires leaders to assimilate data quickly (left, analytical hemisphere dominance) whilst simultaneously having the holistic intelligence to tap into the full potential of employees and consumers (right, creative hemisphere dominance). Leaders can learn how to access both sides of their brain simultaneously by learning how to become more neuro-agile and cognitively diverse – the most important skills for 2020 and beyond. “If you get a better level of cognitive diversity you get a better outcome”  B
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How to future proof your talent

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The world of work is changing with technological advancements and artificial intelligence, and it will continue to do so more and more rapidly in future years. One of the priorities and challenges for organisations has become how to keep their people’s skills relevant, as their jobs are uptaken by machines and technology. Carole Gaskell, Founder and CEO of Full Potential Group, says that if we embrace AI, the impact for the workforce is that we have to become even more human. If machines can do the mechanical work, it’s time for us to embrace our human qualities at a profoundly different level and to bring out abilities that weren’t required before. There are three fundamental aspects that characterise our humanness: our unique brain power, our heart power (emotional intelligence) and our intuition (gut power). Developing these specifically human aspects further is the answer to remaining relevant in the future of work. In fact, the World Economic Forum’s report on the key skil
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3 ways to get the most out of your talent – ensuring execution of strategy

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How do you as a leader deliver on strategy? How do you help your most valuable resource, your people, to deliver the best results and get things done to the best of both their individual and collective ability?  How many times do high potential teams fail to deliver the great results, where do teams get stuck?  What are the top tips to help the shift towards greatness? How can you pool everyone’s skills, knowledge, potential and expertise for the best results? 3 strategic ways to get the most out of your talent so they execute on strategy: Boost coaching and effective delegation for optimal performance Stimulate action learning for accountability and execution Embed mentoring to short-cut experience and build a learning culture Boost coaching and effective delegation for optimal performance Are the right people doing the right jobs? Are they getting things done through  effective delegation and coaching skills? How many times have you or someone in one of your teams fo
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