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Taking team time-outs is a common practice in a variety of sports – a time-out being a halt in play which allows a moment for the coach to communicate with the team. Teams/coaches usually call time-outs at strategically important points in the match in order to halt the momentum of the game if it is…

The fear of failure is enough to stop many people in their tracks and cause them to give up without even making any further attempts. Is it possible, however, that failure could be just the “force” that one needs to propel one to a place of fresh thinking, new levels of creativity and renewed energy…

In many managers, there is a natural tendency to desire that their staff think like they do, agree with what they say and support their ideas – there seems to be a level of personal comfort and security that goes along with employees nodding their heads and following the manager unconditionally, but this is not…

Most forward-thinking organisations are already measuring employee engagement levels within their respective organisations, so for these organisations, the first step in the employee engagement journey has commenced. The knowledge, skills and tools to address the gaps that are identified are often lacking, however, and these gaps need to be closed. This book identifies behaviours and actions that can be undertaken by leaders to engage meaningfully with employees and to create a sustainable environment that leads to passion being expressed, creativity being employed, and productivity being realised.

“It does not make sense to hire chess players and then treat them like chess pieces” (Anon) I was always taught to treat the cleaner like I treat the managing director/CEO – i.e., with dignity and respect. This should be true of how we treat people from every level in the organisation, particularly those that…

“We don’t seem to be making any meaningful headway. There’s conflict and back-biting amongst team members, each team is very protective of their respective pieces of turf and the business lacks focus”. I hear this quite frequently as I consult with companies – strategic goals not being executed effectively as a result of a lack…

How do companies keep up with or, better still, stay ahead of the curve with the ever-accelerating technological and cultural change that influences our world today? After all, the first text message was sent less than thirty years ago. Google has only been around for two decades, Facebook fifteen years and Twitter twelve years. Companies…

The 21st Century seems to be demanding a shift in leadership style, character and application – gone are the days of autocracy, manipulation, selfishness, greed and meanness (at least, we would like them to be gone). Our chaotic world (social, business, political, etc.) is calling for sensibility and sustainability, but very few are answering the…

I quite frequently hear the comment from my delegate customers: “I really wish my boss would be more supportive. He/she needs to be present and on my side/by my side”. Whilst I mostly agree with those making the commentary, there’s a fundamental difference, however, between the two phrases – “by your side” and “on your…

So much has been written for leaders and managers, team leaders and organisational heads – and rightly so, as there is a huge leadership skills gap in the world. Very little, however, has been written for employees in terms of assisting them with developing the skills needed to enjoy relational effectiveness. So, this book is for you – the employee – to enable you to develop the critical skills you need to construct the crucial conversations necessary to getting results in your relationship with your boss.

Some of the worst decisions made by directors and managers in organisations are those that are made out of selfish interests. The seeming need for power, for being in control and for establishing a dynasty for oneself drives irresponsible behaviour – grabbing at sections of the budget allocated for other meaningful exploits, manipulating relationships to…

“Modern psychology has been co-opted by the disease model. We’ve become too preoccupied with repairing damage when our focus should be on building strength and resilience” (Martin Seligman, founder of the field of positive psychology) Employees, and many managers alike, often become stuck with limiting assumptions or debilitating paradigms – bonded to a story that…

“An ant on its feet can do more than an elephant lying down” (African Proverb) One of the internal challenges that many managers face is the false assumption that they have been employed to be “answer-givers”, “solution-finders” or “problem-solvers”. For some, this assumption and its practice give them a sense of value or “reason for…

One of the most persistent of all temptations as a leader when arriving at the workplace is to greet employees swiftly and then “escape” to the office to deal with the pressing needs of the day. E-mails, spreadsheets, reports and planning are all necessary components of managing processes and systems to get optimal results, but…

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Gas-lighting is a term which is used to describe a form of psychological manipulation in which a person seeks to sow seeds of doubt in a targeted individual or team, making them question their own memory, perception or sanity. Using persistent denial, contradiction, misdirection and lying, gas-lighting involves attempts at destabilising the victim and delegitimizing…

Self-reflection of one’s career periodically engages the mind of most employees: “Am I on the right track? Is anything derailing my development? Is what I am doing now going to lead me to where I want to be? Why do I doubt the career decisions that I have made? Am I even making progress in…

“Good marketing makes the company look smart. Great marketing makes the customer feel smart” (Joe Chernov, CMO at Insight Squared) Consumers buy from trusted sources. Balancing good quality and helpful content with influential marketing initiatives allows the customer to see your company as a trusted industry leader. Of course, marketing and advertising are necessary expenses/investments…

Leadership behaviour that is not aligned to corporate values, political gamesmanship, silo-building, power struggles and ineffective communication practices all create mixed messages which confuse organisational employees. Instead of an environment where everyone is focused on strategic objectives, the organisational context is characterised by distraction, insecurity and frustration. Staff become uncertain – not sure of expectations…

Most employees seem to have been on the receiving end of the workplace bully at some stage in their respective careers. The concept was probably first documented by Andrea Adams in 1992 in her book: “Bullying at work: How to confront and overcome it”, but the practice has existed for many centuries. Workplace bullying is…

This book has been written following thirty years of experience facilitating in one way or another. So many books exist for facilitators that illustrate practical classroom techniques, games that facilitators can play, flipchart and presentation methodology, etc. – “Stretch For Facilitators” doesn’t aim to duplicate any of these offerings, but rather focuses on the person of the facilitator in order to assist budding facilitators with establishing a credible foundation for their work. “Stretch For Facilitators” examines the roots of the facilitator role and links the same to company and delegate needs seamlessly.