A Healthy, Efficient Organisation Walks the Talk…

Sources of irritation and frustration in the workplace often come down to a breakdown between word, intention and deed.

We are all familiar with a team-meeting when decisions are reached but then weeks go by and nothing seems to be followed through into action. We also know what it is like to wait for a colleague or group of colleagues to follow up an action so that we can progress only then to be held up if not blocked altogether.

Alternatively, what is worse than sitting in a staff-room hearing discontented comments and criticisms of people who are absent? These are left hanging in the air like an unpleasant smell.

The results of such behaviour, if it is frequent, can be damaging. They can lead to mistrust, low morale and a sense of injustice. They also prevent us from being as efficient or effective as we would like to be.

Walk the Talk Coaching calls on working practices that encourage everyone, at whatever level in an organisation, to minimise the         effects of such a corrosive culture. This is thanks to a number of tried and tested strategies, which include:

  • A code of conduct that stresses generosity of spirit, the importance of personal responsibility and accountability and an awareness of how our actions or lack of action can impact on others;
  • Investment in all staff from recruitment through to induction, supervision, professional development and training that ensures they understand their roles and responsibilities, have the skills and competence to fulfil them and will be given the necessary support to stay up-to-date, improve and grow on an ongoing basis;
  • Open channels of communication where concerns can be expressed without fear of blame. From a manager’s point of view, this would mean being able to call a member of staff to account who is demonstrably not fulfilling his or her brief, without fear of being accused of bullying. From a member of staff’s point of view, this would mean being able to speak up about delays, blocks and prevarication at management level, without fear of reprisal or being squeezed out as “difficult” and non-compliant.
  • Purposeful meetings where those attending follow an agenda that gives each and everyone of them scope to listen and be heard, arriving at a joint plan of action within a stipulated time-frame;
  • Coaching support from an impartial, non-judgemental specialist that provides individuals and small groups the space to unload, find perspective and look for practical ways of bringing about constructive change in the workplace. This can act as a safety-valve for the organisation, turning potentially negative emotions to creative, beneficial effect.
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