The foundations of good leadership
Training in three key areas will help to cultivate a positive and innovative organisational culture
PEOPLE & CULTURE
Image: Istock
Tracey McEachran
Senior Associate, Campbell Tickell
Tracey McEachran
Senior Associate, Campbell Tickell
Issue 70 | February 2024
I firmly resolved some years ago never to make new year’s resolutions, but I always find it useful to reflect in the downtime between the old and the new.
Throughout 2023, I worked at all levels, across many organisations within the housing sector. I delivered away-days, culture evaluation, training, coaching and facilitation. So, my reflections led me to think about the year ahead, and to considering the ever-present demand on resources and the other challenges we face in the sector.
If I had to pick just three areas that will impact our ability to work well together to meet the challenges of 2024, they would be these:
“We underrate kindness because it is something we tell our children to be and therefore take it for granted that everyone knows how to be kind.”
1) Kindness in communication
- Kindness is so underrated as a leadership quality. But if we communicate with kindness, we create a working environment that encourages open and honest communication, leading to better relationships with others and ourselves. Acts of kindness increase morale, and a more collaborative spirit. If we meet our colleagues in kindness, then our customers will feel the benefit and harmony can flow through all of our relationships.
- Bringing our awareness to thinking about kind communication can significantly reduce misunderstandings and conflicts both within our teams and across teams. This leads to a more harmonious work environment and more effective problem-solving.
- Research shows that acts of kindness towards others increases our own wellbeing. It may be that we underrate kindness because it is something we tell our children to be and therefore take it for granted that everyone knows how to be kind, even a four-year-old. But there is often a big gap between knowing and doing. I encourage organisations to close the gap and for leaders to talk more about what it means to be kind in the workplace.
2) Coaching leadership
- This approach to leadership empowers and gives agency to all colleagues. There is a wonderful Ted Talk called Greatness by David Marquet. One of the most common drivers of dissatisfaction is the feeling of being ‘done to’. Colleagues often complain that solutions are forced on them by leaders who don’t fully understand the problems.
- If, as leaders, we can take a coaching approach, no one should ever feel ‘done to’ again. Another benefit through taking a coaching approach is that we can develop all colleagues and move the decision making to the point where the information is held and foster distributed leadership.
- Coaching leaders fosters a culture of continuous improvement and learning. This is vital in the social housing sector, where policies, regulations, and community needs are constantly evolving.
“A growth mindset encourages individuals to view challenges as opportunities for learning and growth.”
3) Fostering a growth mindset
- A growth mindset encourages individuals to view challenges as opportunities for learning and growth. In a sector that is continuously facing new challenges and changes, this mindset is invaluable.
- Employees with a growth mindset are more resilient in the face of setbacks. They are more likely to persist in finding solutions to difficult problems and are willing to see mistakes or problems as a learning opportunity. All crucial traits for success in social housing.
- A growth mindset fosters innovation as it leads individuals to question the status quo, explore new ideas, and embrace new approaches. This is essential for the transformation and continuous improvement of social housing services.
“A growth mindset encourages individuals to view challenges as opportunities for learning and growth.”
3) Fostering a growth mindset
- A growth mindset encourages individuals to view challenges as opportunities for learning and growth. In a sector that is continuously facing new challenges and changes, this mindset is invaluable.
- Employees with a growth mindset are more resilient in the face of setbacks. They are more likely to persist in finding solutions to difficult problems and are willing to see mistakes or problems as a learning opportunity. All crucial traits for success in social housing.
- A growth mindset fosters innovation as it leads individuals to question the status quo, explore new ideas, and embrace new approaches. This is essential for the transformation and continuous improvement of social housing services.
Training and development
In summary, training and development in these three areas will cultivate a positive, supportive, and innovative organisational culture. Developing a positive culture is essential in helping us successfully embrace change and transformation. As human beings a sense of belonging and inclusion that comes from a diligent, values-led organisation allows us to feel safe and empowered. With this, we can feel able to deliver our best for tenants. The work environment where we can thrive is one where we feel proud to be.
To find out more about Campbell Tickell’s organisational culture and culture change work, click here to email James Tickell
